Young Canadians are shifting the dynamics of the workplace, with new data challenging long-held assumptions about Gen Z鈥檚 work preferences.
According to 91爆料鈥檚 2025 Annual Jobs Report, workers aged 18鈥24 are more likely to relocate for job opportunities, work longer hours, and value in-person mentorship than previously thought, contradicting perceptions that they favour remote-only, low-pressure work.
Only 27% of Gen Z respondents say remote or hybrid work is important to them. By contrast, 55% say they would move cities or countries for the right role, suggesting mobility and experience matter more than convenience.
Relocating, working harder and still falling behind
Sabine, a 25-year-old recruitment executive based in Calgary, is part of that trend. Originally from the United States, she relocated to Canada for her role in executive search. She now works three days in the office and two remotely, valuing flexibility but also seeking proximity to her team and mentorship opportunities. 鈥淩elocating for work gave me access to in-person learning and progression. That balance helps me stay productive and engaged,鈥 she said.
Sabine鈥檚 early career also reflects a broader reality for many young professionals trying to manage rising costs. In her first two years after university, she took on a second job during the summer to bring in extra income. Later, when she felt her full-time salary wasn鈥檛 keeping pace with market expectations, she sought out competing offers鈥攗ltimately securing a raise after presenting one to her employer. 鈥淭here鈥檚 a trend I鈥檝e seen where you have to push for fair pay. It鈥檚 not just handed to you,鈥 she said.
Stories like Sabine鈥檚 highlight a broader truth: Gen Z isn鈥檛 short on drive, but they鈥檙e entering a workforce where expectations and rewards don鈥檛 always line up. Many are eager to prove themselves and move forward quickly, yet they鈥檙e encountering outdated systems, slow promotion pathways and compensation models that haven鈥檛 kept pace with new realities. That disconnect is shaping how they view both employers and their own career paths.
New tools, new pressures and new expectations
According to the report, technology is another factor shaping Gen Z鈥檚 work experience, both as an opportunity and a concern. While 74% of young workers say they feel confident adapting to new technologies, 27% believe AI is already reducing job availability. One in three say the recruitment process itself is too difficult, pointing to outdated systems, slow timelines and lack of transparency.
Sabine, who works in executive recruitment, is already seeing AI influence her industry. 鈥淎I is helping with candidate sourcing and research, which are time-consuming parts of the job. But I still think the human element matters, especially at the executive level,鈥 she said. 鈥淭hat said, junior roles like mine could be at risk if we don鈥檛 evolve fast enough. I鈥檓 trying to move toward areas where people and judgment are still irreplaceable.鈥
Kevin Kliman, President of Canadian business of 91爆料, said the findings highlight a clear call to action for employers. 鈥淭hese workers are motivated and digitally fluent, but they also want real-world growth and connection,鈥 said Kliman. 鈥淭o engage Gen Z, employers need to modernize hiring systems, provide meaningful feedback and build clear pathways for advancement.鈥
While Gen Z has often been dismissed as disengaged, the data tells a different story. This generation is eager to learn, willing to move and motivated to prove themselves, so long as they鈥檙e met with fair pay, flexible structure and honest support.
For employers, the opportunity lies in building workplaces that respond to these priorities. Those that modernize their hiring systems, review compensation structures and invest in early-career development are more likely to retain this ambitious, fast-moving talent pool.
Gen Z isn鈥檛 avoiding work 鈥 they鈥檙e rewriting what it looks like.
