Gen Z is rewriting the rules of work, bringing new expectations and priorities that companies can no longer ignore.
The research conducted by the OPERA Research Unit of the University of Modena and Reggio Emilia—previewed at the November 4, 2024 webinar organized by GATE REI—investigated what young people (final-year bachelor’s and master’s students) expect from their ideal job, focusing on both on-the-job and off-the-job factors.

The survey concentrates on three key areas:

• Job characteristics: students value autonomy, task variety, continuous learning, work–life balance, and economic security. The study shows that 1 in 2 students considers work–life balance an essential measure of professional success.
• Organizational characteristics: young people want an organizational culture that supports remote working, innovation, and a commitment to sustainability and social impact. Half of respondents look for companies with a strong employer brand and a clear sense of purpose, aspiring to contribute to positive change and environmental sustainability.
• City characteristics: they prefer metropolitan, inclusive, multicultural cities with rich cultural and leisure opportunities. Public transport access is important to 1 in 3 students, and 2 in 3 are ready to relocate for work.

Methodology and sample: a snapshot of Italian university students

The questionnaire, administered across 27 Italian universities, involved 1,139 students: 56% in bachelor’s programs and 44% in master’s programs within disciplinary area 4 (social sciences, including economics and management, communication, political science and international relations, sociology). The sample is predominantly female (60%) and mainly from northern universities (79% vs. 8% center and 13% south & islands). Different university sizes are represented: 4.5% small, 37.9% medium, 39.8% large, 17.8% mega universities.

Analyses show that the most important aspects when evaluating a job opportunity are development opportunities (learning, career, training), flexibility, pay (and other financial incentives), and job security. More specifically, students say they want a job that is varied, challenging, creative, and full-time. They also express a strong desire to apply the knowledge and skills acquired during their studies.

Students seek organizations with a marked propensity for innovation that let them tackle new challenges, work toward objectives, and take on tasks that provide visibility in terms of impact on company results and the final product/service. In such contexts, young people say—contrary to common belief—that they want to stay in the same organization, taking on greater responsibilities over time, without job-hopping.

The research also shows that Gen Z is strongly interested in social commitment and work–life balance. Regarding the latter, 1 in 2 students says they assess career success in terms of work–life balance (with women showing slightly higher averages). On social commitment, young people prefer organizations attentive to environmental sustainability and community engagement, so they feel they are pursuing goals broader than purely economic ones (the so-called sense of purpose).

Over 50% of the sample is also very interested in organizations with a good employer brand. These findings are more pronounced among students most willing to invest in their human capital. Indeed, students who intend to continue their studies (82% of bachelor’s and 44% of master’s) and those who have undertaken complementary experiences (Erasmus and startup programs) want jobs that are more varied, challenging, creative, goal-oriented, central to the organization, and that offer continuous learning.

Another interesting point: students from central, southern, and island universities consider it more important (than those from the north) to work in public organizations, attentive to environmental issues and with a strong sense of purpose (in particular, contributing to the well-being of the local area).

Regarding city characteristics, students are attracted to metropolitan, multicultural, vibrant, inclusive cities, but also ones with affordable housing. They place great importance on the presence of third places (coworking spaces, cultural hubs), which make a city more vibrant and foster connections with people in different fields. Environmental awareness is confirmed by the fact that 1 in 3 considers a good public transport network very important so they don’t have to use a car.

Ideas for attraction and retention policies

• Create a continuous learning ecosystem: Gen Z seeks workplaces that foster learning and professional growth. Companies can invest in ongoing training, mentorship, and personalized development paths to cultivate both technical and soft skills. Beyond formal training, offering workshops, conferences, and cross-functional projects can spark curiosity and creativity, keeping motivation and engagement high.
• Support work–life balance with flexible policies: Flexibility and a healthy balance between private life and work are fundamental. Companies can adopt agile working policies, such as remote work and flexible hours. A results-oriented approach—rather than rigid schedules—also fosters a more modern and inclusive culture.
• Promote CSR and sustainability: Gen Z places great value on work that has a positive social and environmental impact. Companies can meet these expectations by adopting sustainable practices and engaging in social responsibility projects. Communicating these commitments transparently and creating opportunities for employees to contribute strengthens the sense of purpose young people seek.
• Incentivize career paths with clear goals and stimulating challenges: Young people want roles that offer tangible growth, with well-defined career paths and tasks that allow them to express their potential. Companies can enhance performance evaluation processes to define transparent career progressions, assign stimulating projects, and involve young people in initiatives with measurable organizational impact.
• Integrate feedback and actively involve young people in decision-making: Building a culture of continuous feedback and involving young people in decision processes can strengthen their sense of belonging and engagement. Companies can implement regular listening opportunities (focus groups, internal surveys, town halls) to better understand needs and expectations, making engagement strategies more flexible and responsive.
• Build an attractive employer brand: Corporate reputation is essential for Gen Z. Promoting an image of an innovative company that cares for employee well-being and is socially engaged can attract young talent and build a solid employer brand. This requires consistency between stated intentions and daily practices, reinforcing credibility inside and outside the company.
• Engage openly with territorial “third places”: The presence of collaborative workspaces where young people can network and interact with professionals from different sectors is attractive. Companies can facilitate interactions with these spaces or create similar environments internally, supporting the growth of social skills and a culture of open innovation.

Final considerations

The findings suggest it’s crucial for companies to invest in training and development. Only by meeting the need for continuous learning can companies avoid turning the idea that young people constantly want to change jobs into a self-fulfilling prophecy. Another major challenge is responding to diverse expectations: on one hand, the need for challenging tasks and clear growth paths with increasing responsibility; on the other, the desire to be agents of positive social change.

The importance of combining elements of organizational design with more social aspects also extends to the relationship between companies and cities. From this perspective, further developing collaborative experiences around third places, which have spread in recent years, seems important. These places (also called collaborative spaces) are significant hubs of economic and social innovation and support relational dynamics that bolster social cohesion and cross-pollination across fields. This last aspect can generate important positive externalities in the local area (not only large cities, but also medium-small ones), serving as a territorial attraction factor for young people who, contrary to common belief, show a good propensity for geographic mobility (2 in 3 are willing to relocate and change city after graduation).

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