Following our research into Gen Z and Millennials, their attitudes to work and how they get along with one another in the workplace, we sat down with Leanne Elliott, Workplace Psychologist and Co-Host of Truth, Lies and Work podcast, for her expert insights and recommendations for businesses and colleagues alike.
Over a quarter (26%) of Millennials and Gen Z have sought therapy or counselling for work related stress.
Q: Do you think this is an issue of modern working practices, or are these services just more accessible for the younger generations?
Leanne said: “It’s a bit of both. Modern working practices like long hours, constant connectivity and blurred work-life boundaries are definitely adding to stress levels.”
“At the same time, younger generations have grown up in a world where mental health is openly discussed and accessing support services such as counselling or therapy is more acceptable, so it makes sense that our young people are accessing this support more regularly.”
Q: What can businesses do to help their staff to reduce stress?
Leanne said: “Recent data suggests that almost 70% of people believe their manager has more impact on their mental health than their therapist or doctor.”
“Training managers in prosocial behaviours such as civility, empathic concern and collaboration can help to build resilience and optimism in teams - a key defence against stress in the workplace.”
“Managers should also be trained to recognise signs of stress and intervene early - a mental health first aid course is a great way to build this knowledge and understanding.”
“From an operational perspective, ensure your employees have a manageable workload. Streamline clunky processes to release time for more value-added activities, and reinforce the ‘rest and recovery’ policies you already have in place. That’s as simple as making sure your employees take their full holiday allowance or discouraging ‘presenteeism’ - if an employee is sick, allow them the guilt-free time off to recover.”
“At an individual level, it’s important that you offer mental health support as a business, like counselling or mental health days. And as a leader, try to be a role model for how you look after your personal mental well-being - whether that be taking a walk every morning or setting clear boundaries when disconnecting from work.”
“You may also want to consider introducing more flexible ways of working. Allowing staff to manage their time and work in ways that suit them best, can help to better manage work and life demands that may be causing stress.”
“Creating a culture that openly supports mental health can help employees feel supported and more likely to seek help before things escalate.”
One in five (22%) millennials believe Gen Z to be entitled while over a quarter believe them to be work-life balance focused.
Q: Do you think that this so-called ‘entitlement’ is actually becoming a positive trait of the newest working generation?
Leanne said: “I’m not at all surprised by this finding! Every generation has been labelled by the one before it. Gen Z are entitled, Millennials were self-absorbed, Gen X were slackers and Boomers were rebels.”
“The youth of every generation feels entitled, and frustration with the status quo has always been the driving force of change for generations.
"The Baby Boomers protested for improved health and safety in the workplace, Gen-X campaigned for national minimum wage and millennials pioneered flexible working agreements.”
“And now, because Gen Z are demanding ethical business practices and better mental health support, they are labelled as ‘entitled’.Like every generation before them, Gen Z’s demands can be a catalyst for positive change. Their insistence on fair treatment and support for mental health forces companies to rethink outdated practices.”
“For Gen Z, and many millennials, work is not just about a paycheck; it’s about finding a role that aligns with their values, offers opportunities for personal growth and allows for a healthy life outside of work. This attitude is pushing companies to adapt their cultures and policies to meet new expectations around flexibility, meaningful work and support for mental well-being.”
“The idea that Gen Z are ‘entitled’ is actually helping to create a healthier, more sustainable workplace for all generations - I’m okay with that, and businesses should be too!”
Our research identified that Millennials are just as, if not more so, overly demanding to their Gen Z teams as their Gen X managers are to them.
Q: Do Millennial managers need to adapt, and have they inherited toxic traits from their older managers throughout their career?
Leanne said: “Many Millennials grew up in workplaces where long hours and the always-available mindset were considered signs of dedication. Now that they’re in charge, they might repeat these behaviours without thinking, because this is exactly what they experienced.”
“This follows what psychologists call ‘Social Learning theory’, which dictates that we learn by copying the behaviours of those in authority. If their own managers relied on pressure and high expectations, Millennials might naturally do the same.”
“It’s important to remember that the quality of management has been unacceptably poor in the UK for decades. That’s because many managers are ‘accidental managers’; they’re promoted for being good at their technical jobs, not because they would make a great manager, and often have never had any leadership training.”
“In the UK, about 82% of managers fit this description, meaning they took on management roles without the skills needed to succeed. What’s worse is that businesses aren’t investing in management development. Studies show that fewer than one in three UK managers have received any kind of management training.”
“In comparison, the U.S. and Germany have higher standards, with 40% or more of managers trained before taking on leadership roles. When managers aren’t given the right tools, they often fall back on familiar but outdated methods.”
“The only way to break this pattern is for businesses to change how they develop leaders. Training shouldn’t just cover technical skills but also include people skills like emotional intelligence, communication and conflict management.”
“This training should be available throughout a manager’s career, not just at the start. By making leadership development a core part of company culture and preparing managers at all levels, businesses can move away from outdated practices and create a healthier - and higher performing - workplace.”
Almost two thirds of Gen Z intend to resign in the next two years. They’re frustrated with outdated workplace tech and prioritise career growth over salary and flexible working.
Q: What can Millennial managers and wider business leaders do to retain their budding yet frustrated Gen Z talent?
Leanne said: “An average tenure of about two years is common for younger workers who are often keen to explore new opportunities, but Gen Z's frustrations point to deeper issues beyond normal turnover.”
“Gen Z are the first digital natives. They’ve never known a world without high-speed internet and smart devices, so they expect workplace tools to be modern, efficient and user-friendly. Technology isn't just an add-on; it’s a basic expectation. When they encounter outdated systems, it not only feels frustrating but also leads to disengagement, as it directly impacts their ability to work effectively.”
“Companies that invest in up-to-date tech show they value their employees’ workplace experience. Upgrading systems, automating repetitive tasks, and using digital tools that support remote work aren’t just productivity boosters, they're crucial for retaining top talent in a tech-savvy generation.”
“Career growth is another major frustration - and always has been for whichever generation is joining the workforce. While salary and flexible work options matter, Gen Z places more emphasis on opportunities for learning, development and career advancement. They want clear growth paths and the chance to take on new challenges. For them, feeling ‘stuck’ in a role without prospects for skill-building or advancement is a strong reason to move on. “
“Pay transparency matters too. Gen Z are big on fair compensation and open discussions around salaries, which helps build trust and align with their expectations. In fact, data shows that the majority of Gen Z won’t even apply for a job if the salary isn’t listed.”
“Remember, Gen Z wants more than just a boss. They want a mentor who gives guidance, encouragement and regular feedback. Adopting a coaching approach to management can help to foster a deeper connection, and ultimately, increase engagement with the company.”
“Finally, make their work feel meaningful by showing how their efforts contribute to the bigger picture. We all want to be part of something that is making a positive contribution to the world.”
Gen Z are half as likely as their Millennial counterparts to offer busy colleagues help (12% vs 25%)
Q: What cultural shifts may have influenced these attitudes?
Leanne said: “As the youngest generation in the workforce, many Gen Z employees are still early in their careers. They may not always feel confident or experienced enough to step in and help with tasks that they perceive as outside their expertise.”
“This hesitation isn't an unwillingness to help, but rather a feeling of uncertainty over whether they have the skills or knowledge to offer meaningful assistance. When you’re still figuring out your own role, it can be daunting to try and support someone else.”
“Burnout and blurred boundaries between work and personal life also add to the challenge. Remote work can make it difficult to switch off, and for a generation still learning to set boundaries, the pressure to keep up can make balancing their own workload with supporting others feel overwhelming.”
“This doesn't mean Gen Z isn’t interested in being team players, but it does suggest they may need more encouragement and support in feeling capable enough to lend a hand.”
“Creating a culture where collaboration is the norm starts with promoting teamwork in ways that build confidence. Leaders can encourage group projects where people of different experience levels work together, recognise and reward acts of support and provide guidance on when and how to step in.”
“When the idea that ‘helping each other’ becomes a highly-valued part of work culture, companies can ensure Gen Z feels both empowered and prepared to contribute, all while balancing their own well-being.”
47% of employees agree that the generational divide leads to miscommunication in the workplace and of those 41% believe it’s due to differences in work ethic.
Q: How can these generations work harmoniously together, considering they’ll be working together for many more years to come?
Leanne said: “A lot of miscommunication actually comes from common problems like unclear expectations, inconsistent feedback or poor management practices - issues that cut across all age groups.”
“Plus, the way we work has changed dramatically, especially with remote work and digital tools. It’s not just one generation struggling to adapt. Everyone is adjusting to new ways of connecting.And when it comes to work ethic, let's remind ourselves - every generation has been labelled ‘entitled’ by the one before it!”
“At the end of the day, we all want the same things: meaningful work, a sense of purpose and a feeling that we belong. The supposed differences in work ethic often come down to changing norms, not changing values.”
Q: So, how do we bridge these gaps?
Leanne recommends: “It starts with improving communication for everyone, not just targeting certain age groups.”
“Setting clear expectations, offering consistent feedback and using a mix of communication methods can help cater to different preferences.”
“Encouraging mentorship across generations and forming mixed-age project teams can also help. When employees share knowledge and learn from each other, it breaks down stereotypes and builds a stronger sense of unity.”
“The key is to focus on shared goals and foster a culture where communication is open, feedback is valued and everyone feels included.”
“By looking beyond generational labels and addressing communication issues more broadly, we can create a workplace where all employees, regardless of age, can connect and collaborate effectively.”
Find out further expert insights in our report
You will find extended commentaries from Leanne and our other expert psychologist, Anna Hislop, in our full Gen Z and Millennials at work report which you can download for free.
Keep an eye out on our social channels for further content and insights around this topic.