What are the priorities of young workers at work?

Canadian workplace values are becoming more of a priority, especially for younger workers, according to a report.

Overall, 61% of Canadians say it is important to work in an industry that helps people.

This view is even more pronounced among Millennials (68%) and Gen Z (65%), reports First Onsite Property Restoration.

The survey also found that 52% of Canadians believe it is important to work for an organisation focused on sustainability, with this number rising to 58% among both Millennials and Gen Z.

“Purpose is a talent magnet and the desire to make a positive impact remains a powerful motivator in the workforce, especially among younger generations,” says Leah Pearson, senior director of human resources at First Onsite Property Restoration. “This is pushing industries like disaster restoration to level up and play a more direct role in supporting communities and safeguarding the environment.”

Canadians’ sense of purpose declined in the second half of 2024, according to a previous report.

Job stability, employee wellbeing

Job stability is also a significant concern, with 35% of respondents worried that geopolitical issues such as trade protectionism or economic nationalism could affect their employment. Concerns are highest among Gen Z (43%) and Millennials (42%), compared to just 24% of Boomers. Additionally, 19% of Canadians are concerned that climate-related events could impact their jobs, with Millennials (26%) and Gen Z (23%) expressing the most anxiety.

The survey of 1,501 Canadians—conducted in February—further reveals that nearly one-third of Gen Z workers (32%) plan to quit or change jobs in 2025, a rate much higher than Millennials (20%), Gen X (18%), and Boomers (5%). This points to rapidly changing career priorities among younger generations, according to the report.

Employee wellbeing remains a top priority across all age groups. Over the past three years, more than 85% of Canadians surveyed by First Onsite Property Restoration have viewed employee wellbeing not just as a benefit, but as a fundamental human right.

“This is a clear call to action for HR leaders everywhere,” says Pearson. “Wellbeing must be embedded into every aspect of the workplace, not as a perk, but as a core responsibility. That’s how we create environments where people can truly thrive.”

It takes legwork and "due diligence" to get right the values that matter to workers the most, according to one expert.

Building a strong employer brand

One way employers can showcase the organisational values is through corporate branding. To build a strong employer brand in recruitment, employers can do the following, accordion to Universum:

1. Define your employer value proposition (EVP): “A strong EVP should balance organisational goals with employee aspirations, reflecting the ‘give and get’ philosophy. It’s not only about offering competitive pay or benefits but also demonstrating how your company fosters professional growth, inclusivity, and meaningful work.”

2. Build a positive workplace culture: “A strong company culture is essential for fostering a sense of belonging and team cohesion among candidates and employees. When employees feel supported and aligned with their organisation’s purpose, they become natural ambassadors for your brand.”

3. Optimise the candidate experience: “Every interaction a candidate has with your company shapes their perception of your brand. A positive experience helps candidates associate your company with professionalism and care, which increases their likelihood of accepting an offer.”