As Generation Z continues to make its mark in the workforce, employers are grappling with new challenges in managing and retaining this young talent. While “quiet quitting” dominated headlines in recent years, a new trend may be emerging: the strategic use of FMLA (Family and Medical Leave Act) leave by Gen Z workers. But is this really a form of disengagement, or a reflection of changing workplace values?
The Evolution of Workplace Disengagement
The concept of “quiet quitting” gained traction in 2022, describing employees who do the bare minimum without actually leaving their jobs. However, this phenomenon has since evolved into what some experts are calling “resenteeism” – a state where employees continue working in unsatisfying roles due to a lack of better opportunities.
Recent data paints a concerning picture of Gen Z’s workplace engagement. According to the CNBC Workforce Survey, nearly half (47%) of Gen Z workers report coasting at work, compared to only 40% of other generations. Furthermore, Gen Z employees are the most likely to work solely for a paycheck (42%) and have considered quitting their jobs within the last three months more frequently than other generations.
The FMLA Factor
As Gen Z navigates these feelings of disengagement, some HR experts are noticing an uptick in FMLA usage among this cohort. The FMLA allows eligible employees to take unpaid, job-protected leave for specified family and medical reasons. While it’s is a crucial benefit for many workers, its increased use among Gen Z raises questions about whether it’s being leveraged as a form of temporary escape from workplace dissatisfaction. It’s important to call out that there’s no definitive data pinpointing Gen Z as solely taking the most FMLA leave, but reports suggest that younger workers, including Gen Z, are increasingly seeking time off and citing factors such as mental health concerns.
Jeff LeBlanc, an industry thought leader, suggests that Gen Z’s approach to work is characterized by a strong emphasis on work-life balance and mental health. “Gen Z grew up amid economic uncertainty, social justice movements, and an increasing focus on mental health. They don’t just want jobs; they want workplaces that prioritize psychological safety, transparency, and fairness,” LeBlanc explains.
This perspective is supported by data from Maven, which found that 50% of Gen Z have left or considered leaving a job because the company didn’t offer adequate reproductive health benefits, compared to 35% of millennials and 16% of Gen X. This statistic underscores the importance Gen Z places on comprehensive benefits packages, including those that support mental health and family planning.
The Employer’s Dilemma
Employers find themselves in a challenging position. On one hand, they’re working hard to attract and retain Gen Z talent. Deel, a global HR and payroll company, reports that in 2024, Gen Z employees saw a 9% increase in salaries, the largest change compared to other generations. Additionally, Gen Z had the lowest percentage of contracts ended by termination of any generation that Deel measured.
On the other hand, managers report concerns about Gen Z workers, including their need for more feedback and resources, and perceived lack of soft skills like communication, time management, and reliability. This disconnect between employer efforts and Gen Z satisfaction may be contributing to the increased use of FMLA as a coping mechanism.
A New Approach to Engagement
Rather than viewing increased FMLA usage as a problem, forward-thinking employers are seeing it as a symptom of broader workplace issues that need addressing. LeBlanc proposes the Engaged Empathy Leadership Model (EELM) as a solution to bridge the generational divide. This framework emphasizes three key elements: kindness, fairness, and structure.
By showing genuine empathy and care, leaders can foster trust and psychological safety within their teams. Fairness aligns with Gen Z’s expectation of equal treatment in promotions, pay, and opportunities. Structure provides clear expectations, consistent feedback, and transparent decision-making, helping Gen Z employees feel more secure in their roles and career trajectories.
The Path Forward
As we look to the future, it’s clear that employers need to adapt their strategies to effectively engage and retain Gen Z talent. This may involve rethinking traditional workplace models and embracing flexibility, both in how work is done and where it takes place.
Companies that successfully integrate these values will be seen not only as employers of choice but as leaders in creating the future of work. By fostering a culture of trust, autonomy, and purpose, organizations can empower Gen Z workers to take ownership of their roles, innovate, and contribute to the organization’s larger mission.
So, while increased FMLA usage among Gen Z may initially seem like a new form of quiet quitting, it’s more likely a call for workplace reform. By listening to and addressing the needs of this generation, employers can create environments where taking leave is not an escape, but a genuine opportunity for rest and rejuvenation in service of long-term engagement and productivity.