Blog > How Gen Z is Redefining the Workplace: The Role of Mental Health and Well-being in Career Choices
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The workplace has changed significantly since 2019. Has it changed for the better? In 2020 and beyond, social media became a popular platform for conversations about toxic workplaces and employees refusing to tolerate what they viewed as being taken advantage of. Some of these issues were addressed constructively, while others sparked movements like Quiet Quitting, reflecting shifts in workplace culture.[i] Many companies responded by emphasizing mental health as a priority, promoting awareness of burnout, and introducing initiatives aimed at creating healthier environments. Now, in 2025, is mental health still a priority? Or has the focus dwindled, leaving employees with little more than an archive of self-care webinars tucked away on the HR page?
Anecdotal comments from colleagues highlight that Gen Z employees are articulate, informed about their rights, and prioritize maintaining boundaries between work and personal life, a notable shift from the people pleasing behaviour of new hires from previous generations.
These shifts reflect broader societal trends that underscore how mental health is becoming a central focus for the next generation of workers. The ten megatrends outlined in the CERIC report Career Development in 2040 recently got me thinking about the realities of life and the workplace for Gen Z students. Some of these megatrends, like geopolitical conflicts, economic precarity, living with climate change, and reconciling the impacts of colonialism, certainly are important societal matters, but they are not the kind of challenges that I was thinking about when I was in my 20s. It is no wonder prioritizing their mental health is a key factor for Gen Z as they begin their careers.
Gen Z’s emphasis on justice, equity, inclusion, and mental wellness is reshaping workplace norms. This generation seeks environments that prioritize meaningful work, diversity, and clear boundaries between personal and professional life. However, it is important to recognize that generational differences also play a significant role in shaping organizational dynamics. As workplaces evolve to include up to six generations working together, fostering mutual understanding and compromise will be essential for success.[ii]
Mental health challenges are pervasive in Canada. In 2023, WorkSafeBC even added mental health to its workplace safety standards, recognizing its essential role in overall workplace well-being. According to the Centre for Addiction and Mental Health, one in two Canadians will face a mental health issue by age 40. This is the leading cause of disability in the country, with annual costs exceeding $51 billion, including $6.3 billion in lost productivity.
Some groups face disproportionate mental health impacts, including:
The COVID-19 pandemic exacerbated these challenges, with 40% of young Canadians seeking mental health support and 41% reporting unmet needs. Additional factors, such as climate anxiety (affecting 45% of youth) and economic stress, continue to heighten concerns for Gen Z.[iii]
For Gen Z, mental health is not just a personal priority; it is a professional one. Growing up in a digitally connected world shaped their exposure to global issues like climate change and social justice, making them deeply values-driven. They seek:
Justice and equity are foundational values for Gen Z. They expect employers to align with these principles and foster workplaces that are compassionate, flexible, and inclusive. As highlighted in Helping Gen Z Employees Find Their Place at Work by Jenny Fernandez, Kathryn Landis, and Julie Lee:
"Mental health struggles are a crucial factor impacting Gen Z employees. Many experience anxiety and depression, which affects their work performance. In fact, Gen Z’s top wish for their leadership is that they care about well-being and mental health. As a leader, it is your shared responsibility not just to elevate the team’s performance but also support their well-being to perform at their best. Thus, organizations and leaders must create a culture, practices and resources that support Gen Z’s mental wellness."[v]
This perspective underscores the importance of building workplace cultures that prioritize mental health as a shared responsibility. When leaders actively support their teams' well-being, they not only foster better performance but also create environments where employees from all generations can thrive.
Unlike previous generations, Gen Z actively prioritizes mental health in career decision-making. Employers that offer flexibility, foster supportive cultures, and provide mental health resources stand out to this generation.
Key Trends Shaping the Workplace:
These preferences demonstrate how mental health and well-being are becoming non-negotiables for both employees and employers.
By 2040, workplaces will likely feature five to six generations working together. This multi-generational mix presents a unique opportunity to share wisdom, retain effective practices, and discard outdated ones.
Mental health is redefining career priorities, with Gen Z leading the charge for meaningful work and supportive environments. At the same time, older generations bring valuable experience and resilience to the table. By encouraging collaboration and understanding across generations, employers can create workplaces where knowledge, innovation, and well-being thrive together. Employers who embrace these shifts now will be better positioned to attract and retain talent, ensuring their long-term success in an evolving labor market.
As Nicholas Pearce wrote in the article Leading the 6-generation Workforce, “Giving each generation—and, importantly, each individual—the opportunity to be seen, understood, valued, and leveraged in the workplace throughout the course of their career is essential for personal, social, and even societal well-being.”[ix]
[i] Newport, C. (2022, December 28). The year in quiet quitting. The New Yorker. Retrieved from https://www.newyorker.com/culture/2022-in-review/the-year-in-quiet-quitting
[ii] Pearce, Nicholas (2024, April 1). Leading the 6-generation workforce. Harvard Business Review. Retrieved from https://hbr.org/2024/04/leading-the-6-generation-workforce
[iii] CERIC. (2023). Career development in 2040: 10 major changes impacting the futures of work and workers in Canada. Retrieved from https://ceric.ca
[iv] University of Waterloo. (2024). Harness the power of Gen Z talent. Retrieved from https://uwaterloo.ca/hire/sites/default/files/uploads/documents/gen-z-guide.pdf
[v] Fernandez, J., Landis, K., & Lee, J. (2023, January 18). Helping Gen Z employees find their place at work. Harvard Business Review. Retrieved from https://hbr.org/2023/01/helping-gen-z-employees-find-their-place-at-work
[vi] Amanat, H. (2023, April 25). 9 in 10 Canadians interested in a four-day work week: study. CTVNews. https://www.ctvnews.ca/lifestyle/9-in-10-canadians-interested-in-a-four-day-workweek-study-1.6369633
[vii] Marra, M. (2023, February 24). The UK's four-day working week pilot was a success – here's what should happen next. The Conversation. Retrieved from https://theconversation.com/the-uks-four-day-working-week-pilot-was-a-success-heres-what-should-happen-next-200502
[viii] Jackson, S. (2023, Sept. 18). How the viral ‘Bare Minimum Mondays’ trend helped me beat the Sunday scaries and avoid burnout. Retrieved from https://www.businessinsider.com/i-do-bare-minimum-mondays-at-work-curb-burnout-stress-2023-2
[ix] Pearce, Nicholas (2024, April 1). Leading the 6-generation workforce. Harvard Business Review. Retrieved from https://hbr.org/2024/04/leading-the-6-generation-workforce
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Samantha Ogrodnik (she/her), M.Ed, CDP
Career Educator, Graduate Studies | University of Victoria
https://www.linkedin.com/in/sogrodnik/
Samantha Ogrodnik is the Career Educator, Graduate Studies at the University of Victoria, located on the traditional lands of the Lekwungen (Songhees and Esquimalt) Peoples. She embraced the challenge of this role in January 2025, the first of its kind at UVic, after serving as the Career Educator, Faculty of Science and Faculty of Human and Social Development. Prior to her roles in post-secondary career services, she worked in education as a French Immersion Teacher and Vice Principal. Dedicated to empowering future leaders, Samantha is actively pursuing the CEWIL Canada Work-Integrated Learning Practitioner Certification. She contributes to designing innovative career education curricula and strategies that foster student success.