A preference for in-office work among generation Z employees isn’t surprising, given that many of their cohort began their careers during lockdowns, missing out on organic learning opportunities and team-bonding moments, says David Song, a branch director at Robert Half Canada.

“In-person time enables them to absorb workplace culture in real time — things like how decisions are made, how leaders communicate or how colleagues solve problems together. These nuances are harder to pick up through a screen.”

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Indeed, a recent survey by Robert Half found nearly six in 10 (59 per cent) gen Z workers said they’ve placed an increased value on in-office time and the ability to collaborate with colleagues in person. This is second only to baby boomers (63 per cent) and above millennials (52 per cent) and generation X (51 per cent).

Gen-Zers were most likely to say their biggest challenge at the start of their career was facing difficulty adapting to the company and team culture (38 per cent). They’re also the generation least likely to have strong personal relationships with colleagues (29 per cent).

Check-ins with managers, shadowing opportunities and even informal peer connections can go a long way to helping gen Z adapt to their workplace, says Song. “When culture is clear and support is steady, it becomes easier for gen Z employees to find their footing and start contributing with confidence.”

He notes many gen Z workers are also conscious of how proximity can influence access to opportunities and feel being in the office, even just part of the week, can help them build relationships across teams, stay top of mind for stretch assignments and feel more connected to the broader mission of the company.

Read: Survey finds 83% of gen Z frontline workers feel burned out

“For this generation, collaboration isn’t just about output, it’s about belonging, momentum and growth.”

The survey also found more than half (53 per cent) of gen Z workers reported finding new connections is their biggest barrier when it comes to networking, compared to 44 per cent of millennials, 42 per cent of gen X and 29 per cent of baby boomers. Gen Z is also the least likely to report that personal referrals have helped them advance their careers.

While networking doesn’t always come naturally to employees — especially in a hybrid or remote working environment — employers can help young workers develop this skill by hosting cross-functional events, building buddy programs or creating mentorship channels, Song notes.

“The goal is to create an environment where curiosity and connection are encouraged. Because when people feel safe to reach out, ask questions and share experiences, networking becomes less of a task and more of an opportunity to grow, collaborate and find your people.”

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