A deep values gap is emerging between Gen Z and the employers trying to hire them—and it’s more than just a generational misunderstanding. New research led by Suzy Welch, a professor at NYU’s Stern School of Business, reveals that the values Gen Z prioritizes in life and work are almost entirely misaligned with what hiring managers say they want most in new recruits.
“Gen Z has a set of values, and hiring managers are looking for a different set,” Welch said. “There’s a fork in the road.”
What Employers Want vs. What Gen Z Values
According to Welch’s study—which drew on responses from over 45,000 U.S. participants, including 7,500 Gen Zers, using a scientifically validated tool called the *Values Bridge*—employers rank **external success** (recognition, status, achievement) as their top priority in candidates. But for Gen Z, that value lands at a distant **No. 11**.
Instead, Gen Z places **eudaimonia**—a concept encompassing self-care, joy, and personal well-being—at the very top of their list. Their second and third priorities are **voice** (authentic self-expression) and **benevolence** (helping others). Meanwhile, employers prize **scope** (a hunger for action, learning, and stimulation) and **work-centrism** (seeing work as central to identity)—values Gen Z ranks **10th and 9th**, respectively.
The mismatch is stark: **Only 2% of Gen Z respondents align with the values most prized by employers.**
The data also comes from surveys of 2,100 U.S. hiring managers over 40 who lead white-collar teams in fields like finance and consulting—highlighting a real-world disconnect in how talent is evaluated.
Why the Divide Exists
Gen Z entered adulthood amid unprecedented turmoil: a global pandemic, economic instability, mass shootings, climate anxiety, and the rapid rise of AI. Many watched their parents sacrifice personal well-being for jobs that offered little security in return.
“As one of my students put it: ‘Why should I sign up for the same bargain my parents made?’” Welch recalled.
In contrast, older hiring managers often equate success with hustle, discipline, and work-first mentalities—values that helped them navigate competitive markets. “They believe these traits are what keep companies profitable,” Welch explained.
But she’s quick to add: **Neither side is ‘wrong.’** “Values are choices, not virtues,” she said. “Yet both groups tend to judge the other—and that judgment is toxic.”
Real-World Consequences
This values gap isn’t just theoretical—it’s affecting hiring outcomes. Despite a tight labor market, **Gen Z is struggling to land jobs**. The unemployment rate for recent college grads stood at **4.8% in June**, higher than the national average of 4%. At the same time, experienced workers are “job-hugging”—staying put at record rates—leaving fewer entry-level openings.
Meanwhile, hiring managers report difficulty filling junior roles with candidates who embody their ideal traits. Welch and other workplace experts say **poor communication** is a key culprit.
For example, Jeff LeBlanc, a management lecturer at Bentley University, recalls a Gen Z student who expected a promotion after just three months. It wasn’t entitlement—it was a lack of clarity. “His manager never explained how promotions worked,” LeBlanc said. “The fix is simple: be upfront about expectations.”
Misconceptions run both ways. Many employers assume Gen Z craves fame—thanks to social media influencers—but Welch’s data shows they rank **“luminance” (fame)** dead last at **No. 16**. “Employers fear Gen Z wants the spotlight,” Welch said. “But they don’t.”
Bridging the Divide
So how can both sides move forward?
**For Gen Z:** Career advisor Jeremy Schifeling suggests reframing job interviews. Instead of leading with personal fulfillment or work-life balance, emphasize how you can **contribute to the company’s mission**. “You don’t have to lie,” he said. “Just think beyond yourself. The autonomy you want comes later—after you’ve proven your value.”
**For employers:** They can keep searching for that rare 2% whose values align—or they can adapt. Some companies are already experimenting with roles that honor Gen Z’s emphasis on purpose, flexibility, and well-being. While that may seem at odds with traditional business models, Welch warns: “You don’t want to hire the 98% and then force your values on them—only to wonder why everyone’s miserable.”
And there’s another possibility: **Maybe Gen Z is onto something.** In a world reshaped by AI, burnout, and shifting social contracts, their focus on sustainability—of both planet and person—might not just be idealistic, but essential.
As Welch puts it: “This isn’t just a generational clash. It’s a moment of reckoning for how we define success at work—and in life.”