As Generation Z ascends to prominence in the workforce and as consumers, brands are evolving to meet their distinct demands for transparency, speed, and purpose. With current projections indicating that this demographic will comprise 74% of the global workforce by 2030, companies are rethinking their marketing and hiring strategies to resonate with a generation that prioritizes authenticity over traditional advertising.
Born between the mid-1990s and early 2010s, Gen Z has grown up in an era dominated by smartphones and social media. This generation is not just interested in clever slogans; they seek genuine connections with brands. As a result, businesses are compelled to innovate their marketing playbooks to engage with this audience on their terms.
Shifting Marketing Strategies
Brands are increasingly utilizing platforms such as TikTok, Instagram Reels, and YouTube Shorts to produce content that feels less like advertising and more like authentic moments of discovery. These formats allow companies to create “snackable” videos that are easily consumable and shareable. For instance, instead of polished commercials, brands are now sharing behind-the-scenes content, how-to guides, and relatable skits that encourage viewer participation.
This pivot towards a more casual and conversational style is necessary, as Gen Z demonstrates a clear distrust of overt marketing tactics. They favour transparency and often penalize brands that engage in “corporate speak.” Companies are responding by showcasing real employees discussing product development and sharing user-generated testimonials. Many brands are now prioritizing collaborations with micro-influencers—individuals with smaller yet more engaged followings—whose recommendations feel akin to personal advice rather than paid promotions.
Commitment to Values and Transparency
For Gen Z, brand values are integral to purchasing decisions. Issues such as sustainability, ethical supply chains, and social impact are not mere extras; they are essential components. Companies are embedding measurable commitments into their messaging, utilizing third-party certifications and traceable materials to build trust. Many brands are now publishing lifecycle numbers, sharing employee stories, and inviting customers to audit their claims to avoid accusations of “greenwashing,” which this generation actively seeks to expose.
Shopping behaviours are evolving as social platforms integrate native shopping features, allowing users to transition seamlessly from discovery to purchase. Brands are adapting by creating shorter purchasing funnels, with product videos that also serve as demonstrations and influencer collaborations that include direct purchase links. This strategy is proving effective, as Gen Z shoppers place high value on peer validation and community engagement.
Despite their desire for personalized experiences, Gen Z is also acutely aware of privacy issues. Companies must navigate this landscape by offering personalization based on explicit preferences rather than invasive data collection. Ethical data practices and transparent opt-in processes have become critical elements of a brand’s credibility.
Brands that successfully engage with Gen Z foster communities rather than merely accumulate audiences. Initiatives such as fan clubs, Discord servers, and creator ambassador programs create spaces where consumers can actively participate in shaping product lines and marketing strategies. Such co-creation efforts not only amplify word-of-mouth marketing but also enable companies to adapt quickly to consumer feedback.
The 14th edition of Deloitte Global’s Gen Z and Millennial Survey highlights these trends, surveying over 23,000 participants across 44 countries. The survey indicates that both generations are seeking a balance of money, meaning, and well-being in their careers. Elizabeth Faber, Deloitte Global’s Chief People & Purpose Officer, notes that the experiences of these generations during significant global events have shaped their work expectations and definitions of success.
Gen Z’s priorities include career growth opportunities and learning, but their ambitions do not necessarily align with traditional corporate structures. Only 6% of Gen Z considers reaching senior leadership positions a primary career goal; instead, they emphasize continuous learning and work/life balance.
As they navigate a rapidly changing work landscape influenced by technology, Gen Z and millennials express skepticism about the ability of higher education to prepare them for the job market. Concerns about financial security have grown, with nearly half of respondents indicating feelings of insecurity, which impacts their mental well-being and perceptions of meaningful work.
In summary, companies aiming to connect with Gen Z must adopt a mindset centered on authenticity and cultural relevance. This approach involves a commitment to genuine values, active participation in spaces where Gen Z interacts, and the agility to respond to fast-moving trends. Brands that succeed in treating Gen Z as active partners rather than passive consumers are likely to cultivate long-term loyalty, winning not just sales but a lasting connection with a generation that values meaning in their purchasing decisions.
