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Feature
How Can We Engage Better with Gen Z?
Born between 1997 and 2012, Gen Z spans teenagers through to established early-career professionals. For the BMF and its members, the most relevant group is typically those aged 18 – 29; students, apprentices, early-career starters, and emerging leaders. These are future supervisors, managers, board members, and CEOs.
YET many businesses still focus their recruitment and engagement efforts on professionals in their 30s and beyond. This raises a more important question than“ How do we attract younger people?”“ Why should Gen Z choose us?”
A Shift in the Conversation
It can often feel as though Gen Z has“ left the chat.” Opportunities exist and messages are being shared, yet engagement feels lower than expected. However, the issue is not apathy. Gen Z is ambitious and career-focused, but they may simply be engaging elsewhere.
The BMF’ s own BMCareers programme has identified that this generation is redefining how people find jobs, learn skills, build networks, and choose where to invest their attention. Traditional, structured pathways into careers are no longer guaranteed or assumed.
Gen Z is asking more searching questions about purpose, value, flexibility, and relevance. They want to understand whether roles, qualifications, and career pathways genuinely help them achieve their goals. If the answer is unclear, they move on, quickly.
This matters at a time when nearly one million young people in the UK are classified as NEET( Not in Education, Employment or Training). This is not just a social concern, it is a workforce, pipeline, and long-term business challenge. The next generation is not disappearing, but it is becoming harder to engage through traditional approaches.
What Gen Z Candidates Look For
Gen Z is far from disengaged.
They ask direct, practical questions:
• What development opportunities will I have?
• Is there a clear career path?
• How flexible is the organisation in reality?
• What is the culture really like day to day?
• Will I be supported and listened to?
• Does this organisation stand for something meaningful?
At the heart of these questions is one defining concern:
“ Will this role help me grow?”
Gen Z is not seeking job titles alone; they are seeking momentum. They want organisations that can clearly articulate progression, demonstrate relevance, and show how opportunity and belonging translate into real career outcomes.
A Generation Shaped by Change
Gen Z has grown up in a period defined by disruption: the global pandemic, rising living costs, rapid technological change, and constant connectivity. Where previous generations were encouraged to prioritise stability, Gen Z has learned that stability cannot be guaranteed.
As a result, they ask fundamental questions:
• Why am I doing this?
• What will I learn?
• What impact will I make?
• Is there a better way?
These are not unreasonable expectations; they reflect a more informed and intentional approach to careers.
Rethinking Traditional Pathways
The traditional career journey- education, job, steady progression- no longer holds the same appeal. Gen Z is not rejecting careers, but they are rejecting assumptions.
They do not respond to“ this is how it’ s always been done.” Instead, they want clarity on how a role or organisation will help them become who they want to be.
At the same time, they are discovering organisations in a different way. Rather than relying on brochures or corporate messaging, they turn to platforms such as TikTok, Instagram, LinkedIn, YouTube, and podcasts. They watch real experiences, assess workplace culture, and learn from peers and trusted voices.
For BMF members, this creates a clear challenge: when Gen Z starts researching you, what do they see?
The Rise of Alternative Routes
Apprenticeships and alternative pathways are gaining momentum, not as second choices, but as credible and attractive career routes. They allow individuals to earn, learn, gain experience, and avoid significant debt( e. g. from a degree course).
The BMF is well-positioned to support this shift. It understands the sector, recognises skills gaps, supports members in apprenticeships, and, through the development of the IoBM, helps shape professional standards. The BMCareers programme( www. bmcareers. com) helps to promote the sector and illustrate routes in.
Increasingly, Gen Z is asking a simple question:
“ Show me a route in.”
What Gen Z Wants
Despite common stereotypes, Gen Z is not primarily motivated by superficial perks. Their expectations are clear:
• Purpose – work that has meaning and impact
• Development – continuous learning from day one
• Transparency – authenticity over corporate language
• Flexibility – work that fits into life
• Community – a sense of belonging
This final point is particularly important. Community has always been a strength of the whole building materials sector- but its value must be communicated clearly and authentically.
A Choice for Organisations
Many businesses are still using outdated approaches to attract and engage young talent. Meanwhile, Gen Z is asking:
• How will you help me grow?
• What opportunities will I gain?
• Who will I connect with?
• Why should I belong?
To remain relevant, organisations must answer these questions clearly. This means creating accessible entry routes, promoting apprenticeships, showcasing real career journeys, and building communities where young people can see themselves succeeding.
Looking Forward
The conversation about Gen Z is ultimately about adaptability. The BMF has a strong foundation in supporting employee development through training, apprenticeships and the IoBM, and is well-placed to help its members shape the future workforce.
The future will not belong to organisations that simply tell young people what to do. It will belong to those that show them what is possible and provide a clear, compelling reason to belong.
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