He ran a hand through his hair and frowned.

“They expect so much,” he said. “In my day, regardless of how senior you were, you worked as though the company was your own. You wanted to impress your boss! These days, youngsters are under-motivated and over-entitled. They expect everything on a plate.”

And with that, he leaned forward and took a dissatisfied gulp of Guiness.

I wish I could say it was the only time I’d heard this lament. But over the following months, the same gripe cropped up again. And again. And again. Different managers. Same “kids these days” complaint.

So I started to wonder: is it true?

The stereotype

Survey after survey suggests plenty of employers believe it is. One found that over half of UK employers think 16–24 year-olds aren’t ready for the workplace. More than 70% said young people “don’t always know how to behave at work.” In estate agency circles, some veterans mutter that new recruits want instant gratification, not long graft.

But when you dig into the research, the story gets murkier. Studies show little consistent evidence that Gen Z actually work less hard than their elders. In fact, many report their job as central to their identity — more so than workers over 45. The real shift is philosophical: younger generations reject the “work is life” mantra. After years of wage stagnation and housing costs spiralling, they’re less convinced that burning out at the office equals prosperity.

So what looks to older managers like “laziness” is often a recalibration. Less about ducking work, more about questioning whether the old deal — work hard and life will reward you — still holds.

The reality

Far from being lazy, Gen Z are often ambitious — but in a different way. They crave feedback, clear career paths, and purposeful work. They’re more vocal about mental health. They expect flexibility, inclusion, and values that match their own. To a manager raised on hierarchy and stoicism, those expectations can sound like entitlement. But the evidence suggests they’re simply holding employers to a higher standard.

And when those needs are met, they work hard. Really hard. Deloitte found young employees trusted with meaningful projects were far more likely to stay long-term. Marks & Spencer quadrupled the intake on its leadership scheme because twenty-somethings snapped up the chance to run multi-million-pound stores early in their careers.

The innovators

Plenty of companies have stopped grumbling and started adapting, with impressive results.

Deloitte, for instance, created a Gen Z innovation task force that gave younger staff a direct say in company policy. HubSpot formed a Gen Z advisory board whose ideas reshaped workplace flexibility and digital strategy. Oliver Wyman installed a shadow board of under-30s to work alongside executives, and saw its young council spark new recognition schemes, revamped incentives, and a healthier company culture.

On the high street, Marks & Spencer launched an accelerated scheme that puts school-leavers on track to run their own store within three years, feeding Gen Z’s appetite for rapid responsibility. Atom Bank famously crossed out the five-day week and replaced it with four — with no cut in pay. Ninety-two percent of its staff said the move made them more motivated, and productivity didn’t suffer. And in a very different setting, Compass Group introduced reverse mentoring, where junior staff coach senior leaders on issues like diversity and technology. The result? Younger employees felt heard, and executives gained perspectives they’d never considered.

Different tactics, same outcome: when you trust, challenge, and listen to young staff, they don’t wilt. They thrive.

Final thought

“Kids these days” has been a workplace refrain since time immemorial. But the evidence suggests Gen Z aren’t lazier — they’re just working differently. Less blind faith in the grind, more demand for purpose, feedback, and balance.

And for the companies who embrace that shift? The rewards aren’t just happier young staff. They’re sharper ideas, stronger loyalty, and — perhaps ironically — a harder-working generation than you might think.

Toby Martin is the chief content officer at We Are Unchained.