Credit: Yoav Aziz via Unsplash
Gen Z now makes up 48% of Australia's media workforce, yet much of the conversation about the generation continues to rely on outdated assumptions, according to a whitepaper by the Media Federation of Australia (MFA).
What those born between 1997 and 2012 really want is feedback. "Am I on the right track? What should I focus on next? How am I improving?”
As one Gen Zer put it: “I want my feedback on the fly – regularly, to the point, and a mix of both positive and negative.”
The study says most friction with Gen Z stems from unspoken expectations. When norms, processes or success markers are implied rather than explained, uncertainty grows – and with it, disengagement.
The report, drawing on data from the MFA's NGEN Workplace Survey, reframes Gen Z not as a problem to be solved but as an early signal of deeper structural changes across the media industry.
The whitepaper explores how the conditions Gen Z entered the workforce under have fundamentally shaped their expectations of work.
Gen Z is the first generation to begin their media careers during a period of constant disruption, with early professional experience dominated by digital-first workflows, virtual collaboration and limited access to in-person mentoring.
"Too often, Gen Z is framed as less resilient, less loyal, harder to manage. In reality, Gen Z is not a problem to solve, but an early signal of deeper changes already reshaping how work is learned, communicated and experienced," said MFA head of NGEN and MFA Foundations Melanie Aslanidis.
"Understanding Gen Z isn't about indulgence or accommodation. It's about recognising how the foundations of work have shifted, and what effective leadership looks like now."
The whitepaper identifies four areas where these shifts are most visible -- learning, communication, culture and careers -- and provides practical insights for leaders navigating a workforce in which Gen Z represents a critical mass.
Among the most expectations of Gen Z workers is clarity, performing best when expectations, feedback and progression pathways are explicit. The whitepaper says that for Gen Z, feedback is a developmental tool, not something saved for formal reviews.
Gen Z expects workplaces to be inclusive, fair and psychologically safe. Wellbeing isn’t seen as a benefit, but as a marker of organisational maturity.
"Leaders lose credibility fast when they put personal gain ahead of the team, or when their words and actions don’t line up," said one Gen Z participant in the MFA study.
"That’s when you stop feeling like they’re in your corner. Real culture can’t be engineered or written into a policy – it shows up in the small, everyday interactions. It’s in how people treat each other, how comfortable they feel being themselves, and an environment that allows genuine, lasting friendships to form."
How teams manage deadlines, how openly people can speak up and how respectfully they’re treated all form part of Gen Z’s cultural read.
Gen Z values progress, but they don’t equate it with title or tenure. Loyalty is directed toward teams and managers who support development, not institutions that imply long-term rewards.
"What's often framed as 'Gen Z needs' are in fact fundamentals of good work: clear communication, meaningful development, supportive leadership and healthy workplace cultures," said MFA chief executive Sophie Madden.
“When organisations get it right for Gen Z, they create better outcomes for people at every stage of their career.
"This whitepaper is testament to the important role NGEN plays in listening to early-career talent and translating those insights into practical guidance for the industry.
“We're proud of NGEN's continued leadership in shaping a more resilient, inclusive and future-ready media workforce."
Key findings of the MFA’s NGEN Workplace 2025 Survey:
- Gen Z are more face-to-face than many expect: 47% prefer in-person conversations, while only 1.3% prefer communication via project-management tools.
- 57% prefer real-time feedback while on the job, rather than waiting for formal reviews.
- Only 6% believe long hours = working hard, with 82% saying it’s about working efficiently and meeting deadlines.
- 91% say supportive managers are the most important feature of a healthy workplace.
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