By 2030, Gen Z and millennials will make up nearly three-quarters of the global workforce. For corporate real estate leaders, this demographic shift is both an opportunity and a mandate to reimagine what the workplace can offer.

Gen Z launched their careers during a period that upended everything we thought we knew about work. They entered the workforce in the wake of a global pandemic, with hybrid already normalized, AI baked into daily workflows, and climate anxiety shaping their worldview. As a result, they hold very different expectations of employers—expectations that challenge long-standing assumptions about how we design and manage the workplace.

A New Definition of Success

One of the most notable differences with Gen Z is how they measure success. According to Deloitte’s 2025 research, they’re pursuing financial security, meaningful work, and personal well-being in equal measure. Yet many don’t feel financially secure, even as they seek out employers whose values align with their own.

What I hear consistently from leaders across the CoreNet Global community is that this creates both tension and opportunity. Gen Z will compromise on salary if the work matters. They will come into the office if there’s a clear reason to be there. And they will stay at an organization if they see a path to grow—not only upward, but in skills, impact, and quality of life.

What Gen Z Actually Wants from Work

There’s a misconception that Gen Z wants to work remotely forever. The reality is more nuanced. They prefer hybrid work, but they want intentional hybrid—not a mandate and not a free-for-all. What they’re seeking isn’t distance from the office; it’s autonomy in how they structure their time.

For corporate real estate professionals, this means designing workplaces that earn participation rather than demand it. Offices must provide something employees can’t get at home: meaningful collaboration, access to mentorship, and spaces that genuinely enhance productivity and well-being.

Gen Z is also deeply attuned to organizational integrity. Sustainability isn’t a checkbox benefit—it influences where they apply. This is a generation raised on real-time climate disasters. They want workplaces that reflect their values through design, materials, and environmental performance.

Technology expectations are equally high. Gen Z has adopted AI seamlessly, and they expect employers to keep pace. Outdated tools and clunky systems send a clear signal that an organization isn’t prepared for the future.

What CRE Leaders Should Do Now

Design for connection and purpose
Create spaces that support collaboration, mentorship, and community. Flexible collaboration zones, multi-purpose layouts, and informal gathering areas can make the office “magnetic” rather than mandatory.

Make sustainability visible
Environmental responsibility is a differentiator. CRE leaders can bring this to life through efficient building systems, wellness-centered design, and materials that demonstrate authenticity and long-term commitment.

Enable, don’t mandate
The most effective workplaces invite employees in by offering tools, resources, and environments they can’t replicate at home. When people understand the value of being together, attendance follows naturally.

Leading a Multigenerational Workforce

Gen Z isn’t entering a vacuum. They’re joining four other generations already in the workplace. For the first time in history, five generations are working side by side. The goal isn’t to design exclusively for the newest generation, but to create environments where institutional knowledge pairs with digital fluency, and where every generation can contribute at their best.

In my role at CoreNet Global, I see the real opportunity for CRE leaders: turning generational change into organizational strength. The workplace is where culture comes to life, and today’s leaders have a chance to shape environments that support connection, learning, and performance across the entire workforce.

The Path Forward

Gen Z isn’t asking corporate real estate to abandon its expertise. They’re asking us to apply it differently; to see real estate portfolios not just as assets to optimize, but as strategic tools that shape how and where work happens.

This is a moment for CRE professionals to lead. The organizations that understand the needs of Gen Z—and build workplaces that meet them—will gain an advantage in attracting talent, strengthening culture, and preparing for the workforce of the future.

At CoreNet Global, we’re proud to support nearly 10,000 members as they navigate these changes. Because the future of work isn’t something that happens to us. It’s something we design.