More than four in five (85%) Gen Z employees admit to being complacent at work, according to research findings from digital gifting platform Prezzee, released today (29 September).
After surveying 2,000 UK employees, researchers found that three quarters (75%) of workers admitted to being complacent in their role. Among Millennials, the figure rose to 82%, compared with 67% of Gen X and 51% of Boomers.
Nearly one in five younger workers reported being ‘very complacent’, 18% of Gen Z and 22% of Millennials, compared with just 8% of Gen X and 4% of Boomers.
The research also revealed that complacency was most common in IT (83%), healthcare (80%) and HR (79%).
Almost two thirds (64%) of all respondents said they were at least somewhat bored at work.
Workplace setting also seems to play a role: hybrid (80%) and fully remote (77%) employees reported higher levels of complacency than those based fully in the office (72%).
Complacency at work isn’t a generational problem, it’s an organisational one, according to Jo Taylor, managing director and founder of HR consultancy Let’s Talk Talent.
She told HR magazine: “Too many so-called ‘modern’ companies are still relying on outdated engagement and motivation strategies that fail to connect with today’s workforce.”
Gen Z or Millennials aren’t lazy, Taylor explained; what they want from work is fundamentally different. “Where Boomers and Gen X were driven by stability, hierarchy and financial reward, younger generations expect purpose, flexibility, continuous development and inclusive cultures aligned with their values,” she added.
Taylor suggested that when these needs aren’t met, “boredom and complacency quickly take hold”. Traditional one-size-fits-all employee value propositions, often designed by earlier generations, rarely resonate, she added.
Speaking to HR magazine, James Malia, Prezzee’s president of the UK and Europe regions, urged companies to recognise that every employee is different, and that a universal approach to motivation doesn’t work.
“Organisations must segment strategies, tailoring engagement initiatives to reflect the needs of different demographics,” Malia added. He suggested that organisations need to invest in learning and development, and foster a culture of appreciation.
“Traditional reward schemes are losing their impact. Employees expect more than financial incentives. They want experiences, personal recognition, and a sense that their contributions matter,” Malia explained.
He suggested that fair and competitive compensation remains the foundation of successful engagement, but building on this foundation is where companies can set themselves apart.
Motivation can’t be treated as a box-ticking exercise; it is a product of culture, Malia said. “Cultures where people feel heard, supported and inspired almost always outperform those where employees feel undervalued or overlooked,” he added.
Taylor suggested that HR and business leaders need to segment their people strategies, listen deeply, and offer career growth, autonomy, wellbeing and meaningful recognition in ways that feel relevant to younger employees.
Prezzee commissioned Censuswide to poll 2,000 UK employees in full and part-time employment, between 1 and 7 August 2025.
Source – https://www.hrmagazine.co.uk/content/news/most-gen-z-workers-admit-to-workplace-complacency