If you are in a managerial role and over the age of 35, you are likely to have felt the disconnect. A team that does not quite get you, and a leadership you do not fully relate to either. This dynamic is not unique to the advertising industry; it is playing out across companies and departments throughout the professional landscape.

Millennials were the last generation to buy into the grind, putting in long hours with minimal complaint, largely because they were led to believe that it was the only path to success. Gen Z, however, is entering the ad agency world with a dramatically different mindset. They are not just entering the room. They are changing the rules.

• A new professional ethos: Forrester has projected that by 2030, Gen Z will make up 74% of the global workforce. The same is true about Pakistan, where over 60% of the population is under 30 – and these young professionals are approaching work very differently than their predecessors. For Gen Z, entering the workforce is not about blind reverence or silent apprenticeship. They come with questions, expectations and an inner sense of self-worth that older generations were conditioned to suppress. They are ambitious, but for them, success is not about climbing the corporate ladder; many say they are not motivated by senior leadership positions. They are not trying to fit into the system; they are assessing whether the system fits them, and if it does not, they are not willing to stay. They have high expectations of their employers and do not hesitate to job-hop to meet their career goals. This is one of the reasons why employee turnover rates are exponentially rising. According to a well-known global HR solutions study, globally 65% of Gen Z employees leave within 12 months of starting a job – often citing reasons such as a misalignment with values, lack of career growth or cultural mismatch. For this generation, learning and development are a priority, and they expect their employers to provide these opportunities. They are seeking more than just a job – making money is important, but so is finding meaningful work and well-being.

• Working is a transaction, not a pledge of loyalty: This generation sees employment for what it fundamentally is: a value exchange. You pay me for my skills; I offer results – and this does not automatically entitle you to my evenings, my weekends or my mental bandwidth outside the scope of work. Loyalty is not handed over in advance; it is earned through fairness, respect and growth. If the contract feels one-sided, they will not hesitate to walk away. Agencies in Pakistan that still operate under the sethiya-nizaam often fail to understand this and try to reinforce the idea of ‘it’s always been this way’.

• Wellness at Work: If I had a penny for every time I heard someone from Gen Z say ‘mental health’ or ‘emotional health’… The truth of the matter is that mental health is one of the most important factors in how they assess a workplace. If the work culture causes burnout, normalises toxicity, or is even passive-aggressive in mocking mental health needs, it sends a clear signal that it is not the place for them. Gen Z will tilt towards environments where empathy is a principle that is lived every day and is not just one of the agency’s ‘core values’.

In many agencies, the culture encourages people to stay late and working extra hours without compensation is considered a badge of honour. However, Gen Z does not conflate exhaustion with commitment. They guard their personal time, and they do not believe that professional success comes at the cost of their health, hobbies or relationships. They are willing to work hard, but not endlessly. You cannot fool them with bean bags and PlayStations. Growing up around social media filters and corporate posturing has made them fluent at detecting inauthenticity. If the culture claims to be ‘collaborative’ but silences junior voices, or boasts of ‘work-life balance’ while expecting weekend availability, they will call out the disconnect, leave, or worse – talk about it online.

• They are talking about it – out loud: Unlike past generations who vented over their chai after office hours, Gen Z has these conversations in public. On LinkedIn, on Instagram, and in WhatsApp groups – they are discussing toxic bosses, burnout and work trauma. Agencies are no longer only judged by the work they produce but also by how they treat the people producing it. Even freshers, who have yet to graduate, are assessing potential companies by asking about the work environment and culture – and are willing to forego big agencies if the work culture is not favourable. Gen Z listen to their peers – if a workplace is labelled toxic, they will think twice before applying. The talent pool, especially in creative industries, is tighter than ever, and agencies cannot afford to be careless about their culture anymore.

• How agencies can adapt: Agencies are starting to host mental health sessions and offer flexible work arrangements. Some are sincere, while others are simply reacting. The point is that agencies have to stop treating culture and flexibility as perks and start recognising them as strategic imperatives. This generation expects clarity in communication, tangible growth paths and a genuine concern for their wellbeing – and companies need to comply by creating environments where feedback flows both ways, mental health is supported, and work-life boundaries are respected. Most importantly, employers must shed the ‘this is how we have always done it’ mindset. If the system no longer serves the people in it, it’s time to build a new one.

It is clear that one of the defining traits of Gen Z in the workplace is the unwillingness to accept tradition for the sake of tradition. This has turned the tables on many employers, changing the landscape of the employer market to an employee market. Gen Z is not afraid to challenge outdated practices, question assumptions and push for more humane ways of working. They are not being rebellious – they are being real.

Alyan Khan-Yusufzai is an advertising practitioner with over a decade of experience in multiple regional markets.