Before we delve into any understanding, I want to ask every reader a simple question. What matters most to you in a job? Money? Purpose? Growth? Flexibility?
I am sure many millennials have decided on their answers. Most of the answers will revolve around “Money” or only two of the things on their list.
In a world where salaries are no longer the only benchmark for success, a quiet revolution is underway, “Gen Z”.
A recent study by Deloitte states that 72% of Gen Z employees say they would willingly take a pay cut to work for a company that shares their values.
This is not to argue that money is unimportant. However, meaning is more important to Gen Z.
Gen Z, the generation that saw the climate crisis, social movements, and a pandemic, doesn’t just want to work. They want to be a part, contribute, and believe in the impact of what they do. They are not rejecting compensation; they are redefining what compensation looks like.
Ranjini Rajashekaran, Senior Director of Human Resources, addresses, “Welcome to a world where talent today isn't simply looking for work but meaning, where purpose is the new income. In this world, your personal values and professional objectives are in harmony, and the influence you make is just as important as your title.”
From Survival to Significance: Causes the Mindset Shift
For many years, pay and career progression have been the central aspects influencing employment decisions. But for Gen Z, the equation has changed.
The generation isn’t satisfied with clocking in for a paycheck. They are involved in deeper questions like ‘What does my work stand for? Who does it impact? And how does it align with my values?’
Raised in global movements for climate justice, mental health wellness, diversity and inclusion, and a once-in-a-generation pandemic, Gen Z has grown up acutely aware of the world’s acute challenges. As a result, their expectations from employers go far beyond salary and benefits; they’re looking for mission-driven organizations where they can make a difference.
Gen Zs are constantly on the go. They continuously evaluate previously unheard-of data and impacts. They see themselves as a space to test and change. Compared to the earlier generation, they are more interested in human rights, issues pertaining to race, ethnicity, gender concerns, and feminism. Seven out of ten Gen Zs believe having a cause related to their identity is essential.
For companies, it’s a call to realign purpose with practice.
What Gen Z Really Wants (Hint: it’s Not Just Perks)
According to a survey of 1000 employees aged between 18 and 25, 57% are of the qualities they want in an employer, and 58% know the values they want from the organization.
Ping-pong tables and complimentary snacks will not meet expectations anymore. Today’s emerging workforce is redefining what it means to feel satisfied at work, starting with alignment.
Here’s what’s in Gen Z’s workplace Wishlist:
- Purpose-driven Work: They want their daily tasks to connect with a larger mission. Whether it’s contributing to sustainability, digital inclusion, or social equity, impact is the new value.
- Authentic Leadership: Open, moral, and people-oriented leaders appeal to Gen Z. They want those in charge of making decisions to do more than just make remarks.
- Continuous Growth with Meaning: Learning is essential, but not in isolation. Students are seeking learning paths that reflect who they are and who they aspire to become.
- Inclusive Culture: "Inclusion" is not a catchphrase. It is an expectation. Gen Z favors environments that encourage individuality and where representation is structural rather than performance.
Ranjini adds, “They enter through their paycheck. They stay there for a reason. Pay isn't the only factor that drives retention in today's workforce, particularly with Gen Z. It is fueled by kinship”.
Why Organizations Need to Redefine Their EVP
Research highlights how essential this transformation is; companies that have changed their recognition programs to Gen Z results are witnessing a 35% increase in employee engagement.
The traditional Employee Value Proposition (EVP) was created around a simple strategy: compensation, benefits, and career growth. But today’s workforce, especially Gen Z, is focusing on a more holistic value exchange.
Now, progressive organizations are posing the following questions:
It represents a strategic business approach directly impacting your organization’s ability to innovate, scale, and compete. Businesses that recognize this change and transform their leadership appropriately will gain a significant edge in the talent competition.
At the same time, the perks of a purposefully driven EVP are promising:
This is more than a branding exercise. It’s a business imperative.
Conclusion: Purpose Pays off
As the workplace continues to change, the most resilient and future-ready companies will be those that view purpose as a fundamental promise rather than a perk.
For Gen Z, employment is now an extension of one's identity, ideals, and legacy, not merely a way to earn a paycheck. Trust, transparency, and significance are non-negotiable in this new workplace.
“We don’t just hire for skill. We nurture for significance. That’s how we build not just a workforce, but a purpose-driven community—where every role contributes to something greater, no matter how big or small. At Dexian, we believe that when people find meaning in their work, innovation, collaboration, and impact naturally follow”, Ranjini concludes.
The message is clear:
To attract Gen Z, don’t just promise more. Promise better. Better alignment, better impact, better reasons to show up every day.
Because in the era ahead, purpose will be the most powerful paycheck.
About the Author
Ranjini Rajashekaran is a transformative leader—shaping cultures, building belonging, and quietly powering purposeful change. With over two decades of experience, she currently leads Employee Experience, Learning & Development, and Administration with a singular vision: to align people strategy with business purpose & heart with results.
Her approach transcends policy—it is personal, intentional, and deeply human. Ranjini believes the most powerful workplaces are those where individuals feel truly seen, heard, and valued. She has launched transformative initiatives that anchor employee engagement, learning, and wellbeing in clarity, compassion, and connection.
What makes Ranjini's leadership distinctive is her rare blend of strategic foresight and psychological depth. A practicing Transactional Analyst and psychotherapist-in-training, she infuses behavioral insight into everything from leadership coaching to conflict resolution—shaping emotionally intelligent teams and resilient cultures.
As an active member of the South Asian Association of Transactional Analysts, she continues to draw from a global well of best practices in human development, bringing relevance and rigor to her craft.
Outside the workplace, Ranjini is equally passionate—as a classical dancer and a mother, she channels discipline, grace, and creativity into every role she plays. Her leadership philosophy is simple yet powerful: build environments where people don’t just perform, but flourish—fully and authentically.