This is compared with 23% of workers aged 50 and over, according to research findings published on Thursday (17 April) by recruitment platform Applied. A third (32%) of all UK workers have experienced a generational divide.
Almost half (42%) of UK workers aged 16 to 34, responding to Applied's survey, reported feeling like the 'odd one out' at work due to their age. Nearly a third (31%) of UK workers reported that there was a ‘culture barrier’ at their workplace, for example, a difference in values, beliefs and communication styles between age groups.
These findings hint at there being a generational divide when considering value and beliefs at work, emphasised Pete Humphreys, CEO at learning and development platform Development Beyond Learning.
Speaking to HR magazine, he said: “We regularly hear from young professionals who feel like outsiders when they start their careers, unsure about everything from dress codes to what’s okay to share with colleagues. The workplace can feel like a different world, full of unwritten rules that aren’t always explained. For Gen Z, who value openness and authenticity, this can be especially tough. On the flip side, older colleagues might not realise how much the world of work has changed, or how intimidating it can be for someone new to decode all these expectations.
“To help Gen Z feel included, it’s important to go beyond the basics. Ongoing support, regular feedback and clear communication are key. It’s also about showing that inclusion and diversity aren’t just buzzwords, they need to be part of everyday life at work. When Gen Z feels understood and supported, they’re more likely to thrive, and the whole organisation benefits.”
Read more: How HR can retain Gen Z employees
Generational differences have always existed at work but they are now being amplified, added James Uffindell, founder of student and graduate careers platform Bright Network.
He told HR magazine: “These shifts are amplified by factors like remote work, AI, and a broader focus on wellbeing. Gen Z isn’t rejecting the past, they’re reshaping it, questioning assumptions about what professionalism looks like and insisting on a more holistic approach to work.
“Our research from the latest What Graduates Want report shows that Gen Z want to work in the office four to five days a week. They’re looking for environments where they can learn, collaborate and build networks, but also expect flexibility, wellbeing support and inclusive cultures.”
HR leaders and managers have an important role in bridging this divide, Uffindell added. He said: “HR leaders can help bridge this gap by adapting workplace policies that balance the benefits of in-person work – such as mentorship and networking opportunities – with the flexibility that Gen Z values. By creating inclusive, flexible and supportive environments, employers can meet the needs of Gen Z while maintaining strong collaboration across generations.
“HR leaders can play a pivotal role by fostering open communication about workplace policies, ensuring that they strike a balance between in-office collaboration and flexible work options. Additionally, offering clear AI policies and wellbeing support is crucial to keeping this generation engaged and included."
Analysing results from the same survey, researchers at Applied found that nearly one in six (16%) workers aged 16 to 34 thought that wearing casual wear to the office was appropriate. By comparison, only one in 10 (10%) workers aged 55-plus felt the same.
Younger workers were twice as likely as older workers to think that discussing personal matters such as intimate relationships, financial situations or conflicts with family and friends was acceptable office behaviour: 14% of workers aged 16 to 34 thought it was okay to share these personal details with colleagues. Only 7% of workers aged 55-plus agreed.
More than half (56%) of UK employees aged 16 to 34 reported that they would prefer to work in a team with colleagues of a similar age to them, compared with just a quarter (25%) of those aged 55 and over.
HR leaders should consider fostering cross-generational collaboration, advised Kelly Tucker, founder of consultancy HR Star.
She told HR magazine: “Reverse mentoring, buddy systems and project teams with mixed experience levels create space for mutual learning and fresh perspectives. Communication preferences vary: some people might want a 15-minute Zoom or quick Slack message, or voice note. It’s not about one way being right, it’s about offering options, so people feel comfortable and connected.
“Most importantly, let’s move away from age-based stereotypes. Not every Gen Z is glued to TikTok and not every Boomer avoids tech. The key is getting to know your people as individuals. When you offer flexibility, trust and support that’s tailored to real needs, regardless of generation, that’s when engagement, loyalty and performance grow.”
Read more: Gen Z believes older colleagues get better benefits
Tucker added that organisations should strive to create opportunities for connection. She said: “A common theme is younger team members feeling reluctant to speak up in more traditional settings. When businesses create opportunities for genuine connection, through inclusive leadership, mentoring and an openness to different ways of working, those divides start to fade. It’s rarely about age alone, it’s about how those differences are acknowledged, respected and brought together.”
HR leaders and managers should also work to understand what their Gen Z employees want and care about, stated Charlie O’Brien, head of people at HR software provider Breathe HR.
She told HR magazine: “To create an inclusive and supportive environment for Gen Z, you first need to understand what they truly care about. The challenge is that most decision-makers aren’t from Gen Z themselves, so it can be tricky for them to fully grasp what this generation wants, needs and values. Surveying staff is a great first step to gain this insight. Once employers have that feedback, they can offer tailored benefits, training and career development opportunities that truly align with Gen Z's goals and values.
“It may sound counterintuitive, but the key to closing generational divides is to embrace generational differences. Every generation brings a unique set of perspectives and strengths, and when we create a culture that recognises and values those differences, teams thrive and become more dynamic and resilient.”
Applied commissioned Censuswide to survey 2,000 UK workers between 18 and 20 December 2024.
