It started as a TikTok trend: The so-called “Gen Z stare.”

The look, a blank or deadpan expression young workers give during meetings or interactions, quickly went viral because it seemed to capture something deeper about how Gen Z shows up in the workplace: with skepticism, social discernment and a refusal to fake enthusiasm.

Beneath the meme lies a serious reality. Raised on smartphones, social upheaval and a pandemic, Gen Z approaches work differently than those before them. They value authenticity and expect empathy. They demand employers take mental health and employees’ emotional well-being seriously.

For employers, that means reimagining what it takes to engage, retain and support a new generation of workers. One-size-fits-all training or generic wellness perks won’t cut it. Instead, organizations must rethink how to build learning cultures, prioritizing care and empathy in ways that truly connect with employees.

Because if traditional training programs don’t evolve, organizations risk not only losing Gen Z’s engagement but also their talent.

Why Traditional Training Misses the Mark With Gen Z

By 2030, Gen Z will make up nearly one-third of the global workforce. Unfortunately, many of this significant share of employees are already struggling with mental health and burnout.

Only around half of Gen Z rate their mental well-being as good or very good in 2025, while 40% say they feel stressed or anxious all or most of the time. Workplace concerns were cited as some of the top contributors to anxiety and stress.

These numbers underscore an urgent reality. Organizations that provide training and resources only related to the job, while overlooking emotional well-being and mental health, will fail to resonate with Gen Z.

Traditional wellness programs, built around generic offerings like one-off webinars or occasional workshops, lack the continuity and relevance needed to make a real impact. Worse, they tend to treat mental health and professional growth as separate priorities, when for Gen Z, the two are deeply interconnected.

When an employer ignores empathy, mental health or inclusion, the message is clear: This isn’t a place worth staying. In fact, 6 in 10 Gen Z workers said they would strongly consider leaving their current job for one with better mental health benefits.

What’s needed is a shift in both the learning opportunities prioritized and how they’re delivered. Instead of surface-level programs, organizations should embed well-being into the core of learning and development (L&D), whether that means incorporating stress-management strategies into leadership training, offering microlearning on resilience alongside technical skills or weaving diversity, equity and inclusion (DEI) principles into everyday learning modules.

By integrating well-being with professional growth, L&D leaders can demonstrate that the organization values younger employees not only for what they produce, but for how they feel while doing it.

Building a Culture of Empathy and Support

You don’t have to reinvent your entire learning strategy to resonate with Gen Z. Small, intentional shifts often make the biggest difference. By adapting existing programs with a sharper focus on inclusion, empathy and well-being, you can create an environment where every generation feels supported.

Here are some practical ways to get started.

1. Deliver Training in Multiple Formats

Not all employees prefer to learn the same way. Baby boomers and Gen X may prefer structured, in-person training, while millennials may prefer hybrid formats.

Gen Z, shaped by remote schooling, digital-first communication and years of uncertainty, may gravitate toward flexible, on-demand learning. They expect the same level of customization from workplace learning that they get from Netflix recommendations or TikTok algorithms. Developing microlearning modules, podcasts or interactive videos can mirror how they consume information outside of work: short, personalized and mobile-friendly.

That’s why a flexible, multimodal approach is essential. Training content should be available in multiple formats — podcasts, short videos, self-guided modules and live discussions — so employees can engage in ways that fit their preferences. AI-driven platforms can take this even further by curating learning pathways tailored to an employee’s role, interests and well-being needs.

2. Carve Out Intentional Space for L&D

Even the best resources won’t make an impact if employees don’t have the time or permission to use them. Gen Z, already juggling stress and burnout, needs learning to be part of the workday rather than an optional extra. Whether through structured onboarding or recurring “learning hours,” setting aside intentional time signals that development isn’t a distraction from the job, but an essential part of it.

Flexibility is key. Some employees may use this time to explore career skills, others for well-being resources or even short-form microlearning. Carving out space and giving employees ownership over how they use it demonstrates that growth and productivity go hand in hand.

3. Equip Managers With Tools for Support

Managers are often the first line of defense when employees feel overwhelmed, and their influence can make or break Gen Z’s workplace experience. Four in 10 Gen Z employees say managers have a responsibility to foster a positive and inclusive work culture, but only 22% believe that’s actually happening.

That gap says a lot — organizations need to do a better job equipping managers. Providing training and resources on empathy, mental health awareness and inclusive communication gives leaders the tools to respond to diverse needs with confidence. Whether supporting a new hire adjusting to stress or re-engaging a seasoned employee facing burnout, managers trained to lead with care create a ripple effect across the organization.

4. Solicit Open, Honest Feedback

Guessing what Gen Z wants is a recipe for missed connections. Ask employees directly for their honest feedback and perceptions of the workplace. Short, mobile-friendly surveys or pulse checks are especially effective to help gauge whether learning programs resonate and where adjustments are needed.

Feedback is most powerful when it leads to action. Anonymous surveys build honesty and trust, but the real value comes when employees see changes based on their responses. Keeping that loop active ensures programs stay relevant to employees’ needs and your culture evolves alongside your workforce.

5. Lead With Authenticity

At the end of the day, a culture of care doesn’t come from human resources (HR) or L&D directives; it’s practiced in day-to-day moments throughout the organization. From CEOs to front-line managers, leaders need to demonstrate authenticity and empathy through policies and practices, whether that’s offering “mental health days” or encouraging boundaries in one-on-one check-ins.

When leaders practice what they preach, they show employees across all generations that empathy is not just encouraged but embedded in the way the organization operates. That’s the kind of authenticity that resonates most with Gen Z.

Building a Workplace Where Every Generation Thrives

Gen Z is challenging employers to think differently about training, culture and care — and that’s a good thing. By weaving empathy and well-being into learning strategies, L&D leaders can create workplaces that are not only more supportive for younger employees but more inclusive and supportive of everyone. The organizations that embrace this shift won’t just retain Gen Z talent; they’ll build a culture where every generation has the opportunity to thrive.