Oleeo says Gen Z work criticisms miss labour shifts

Oleeo has challenged five common assumptions about Gen Z workers, arguing that many criticisms of younger employees reflect wider changes in the labour market.

Charles Hipps, Founder and Chief Executive Officer of Oleeo, said labels such as lazy, entitled and disloyal often ignore the conditions shaping early careers. As more younger professionals enter the workforce, he argued, frustration is often directed at behaviours linked to changing career structures rather than weak commitment.

At the centre of Oleeo's argument is the view that Gen Z is not turning away from work itself, but from workplace habits that reward visibility over output. That includes long hours, purposeless meetings and other forms of what Hipps described as "career theatre".

"Every generation entering the workforce gets labelled difficult," said Charles Hipps, Founder and Chief Executive Officer, Oleeo. "But when you look closely, what people interpret as attitude is often a response to how work itself has changed."

Its first point tackles the claim that Gen Z does not want to work. Hipps said younger workers are often less willing to perform rituals that signal effort without producing useful results.

"Gen Z isn't rejecting work," he said. "They're rejecting the idea that commitment should be measured by how visible or performative your effort looks."

Career paths

Another criticism is that younger workers expect promotion too quickly. Oleeo argued that this overlooks how much traditional career progression has changed, with fewer predictable ladders and less certainty that loyalty to one employer will lead to advancement over time.

Hipps said younger professionals are responding by taking a more active role in managing their development. To some employers that can look impatient, but he argued it reflects a less stable system rather than inflated expectations.

"In previous generations, long-term loyalty to one employer often translated into predictable promotions," he said. "Today the career ladder is less stable, so younger professionals are actively managing their development rather than waiting years for opportunities to appear."

The same logic applies to accusations of disloyalty. Frequent job moves are often presented as a sign that Gen Z lacks commitment, yet Hipps argued that many younger workers see moving between roles as a way to protect themselves in a less secure economy.

Rather than assuming a single employer will provide long-term stability, many are focused on building transferable skills and broad experience. He said that acts as a form of career insurance in industries where disruption can quickly alter demand for roles.

"Many younger professionals see skills and experience as a form of career insurance," he said. "Rather than assuming long-term job security, they are building capabilities that allow them to stay employable even if industries change."

AI at work

Oleeo also pushed back on the idea that Gen Z depends too heavily on technology and artificial intelligence. Hipps said younger workers' familiarity with digital tools may give them an advantage as AI becomes more embedded in day-to-day office work.

That reflects a wider shift across workplaces, as employers try to understand whether ease with new software is a substitute for judgement or a complement to it. Oleeo argued that digital fluency should be seen as an asset, especially where organisations are still adapting to new tools themselves.

"Younger professionals have grown up experimenting with digital tools," he said. "That mindset often translates into faster adoption of new technologies, including AI, which organisations are increasingly relying on."

The final myth identified by Oleeo concerns disengagement. Hipps said many Gen Z employees are not detached from their work, but are instead looking for a clearer link between effort, recognition and opportunity.

He said that demand for transparency reflects competitive workplaces where progression can feel opaque. In those settings, employees may appear less invested if they cannot see how their contribution affects outcomes or advancement.

"In competitive workplaces, people want to know their work matters," he said. "Gen Z in particular tends to value transparency around progression and recognition."

Oleeo argued that employers may need to revisit the assumptions shaping management styles and workplace culture as Gen Z becomes a larger share of the workforce. Hipps framed the issue as part of a broader evolution in employment, rather than a problem confined to one age group.

"The conversation often focuses on how Gen Z should change," he said. "But in many ways, what we're seeing is the workplace itself evolving. Organisations that adapt to these shifts [particularly around transparency, development and meaningful work] will be the ones best positioned to attract talent in the years ahead."