The Dry Generation: Gen Z Is Rewriting The Rules Of After-Work Culture

• Gen Z is increasingly shunning traditional after-hours social events in favor of in-work activities focused on wellbeing, meaningful collaboration and inclusivity.
• Companies that adapt to these changes by offering inclusive, flexible, and authentic social opportunities will create a more engaged and satisfied workforce.
• As Gen Z continues to enter the workforce, their values and expectations will shape the future of workplace socialization, alongside broader workplace practices and cultures.

Generation Z, born between 1997 and 2012, is increasingly distancing itself from traditional after-work social events with colleagues. 

Alongside some younger millennials, they prioritize clear boundaries between their work and personal lives. Various media reports reflect this sentiment. 

For instance, a recent TikTok video went viral featuring a young employee who resigned after her company issued an ultimatum: “Socialize after hours or face termination.”

The rise of remote work has contributed to this change in attitude. With many employees working from home, where spontaneous interactions are less common, after-work social events can feel like an unwelcome extension of the workday. 

A survey of 1,000 workers found that relationships with coworkers ranked lowest among 14 factors affecting job satisfaction — with compensation and work-life balance prioritized.

Additionally, two-thirds of employees in companies with high turnover reported that socializing with colleagues felt less worthwhile due to uncertainty about how long those colleagues would remain in the organization.

The emergence of portfolio careers — where individuals juggle part-time roles, freelance work, or gigs — also plays a role in this trend. This flexible approach to work provides greater control over schedules but leaves less time for socializing outside of professional obligations. 

Many Gen Z employees view their careers as fluctuating and non-linear, with multiple roles and employers over time. This perception may explain why they invest less in socializing with colleagues outside of work.

Is Gen Z truly more antisocial than previous generations, or is their attitude a reflection of broader changes in workplace culture? 

Are we misinterpreting the avoidance of after-work events by assuming it is simply an aversion to alcohol? The reality may be more nuanced. Perhaps Gen Z’s reluctance to engage in after-hours socializing stems from their motivation to preserve work-life balance, protect their mental health, and prevent burnout.

Several studies support the notion that Gen Z’s preferences are linked to changing attitudes toward wellbeing. 

Deloitte’s 2020 Global Millennial Survey found that Gen Z and millennials prioritize work-life balance, mental health, and authenticity — values that directly influence their participation in workplace social events. 

The Workforce Institute at UKG notes that Gen Z expects more personalized and meaningful experiences at work and may avoid traditional gatherings they perceive as inauthentic. 

Research from McKinsey further highlights Gen Z’s preference for social interactions that align with their values.

While not all younger employees seek friendships at work, collaboration and teamwork remain essential to them. As a result, they will continue to seek more purposeful and inclusive ways to engage with their colleagues, free from the pressures of traditional social events.

Creating Authentic Workplace Connections: What Employers Need to Know

Companies should reassess their approach to after-hours socializing and offer more flexible, inclusive opportunities to engage Gen Z employees effectively. 

By aligning social events with Gen Z’s values — such as promoting mental wellbeing, inclusivity, and authenticity — organizations can support younger workers to develop meaningful connections without relying on traditional after-work gatherings.

Strategies for Employers:

• Change Event Formats: Focus on creating inclusive, diverse, and relaxed social gatherings that align with Gen Z’s preferences, moving away from traditional “drinks at the bar” after-work events.
• Respect Work-Life Boundaries: Ensure social events do not infringe on personal time. Respect their work-life balance by keeping participation optional.
• Offer Digital & Hybrid Events: Use technology to create engaging and comfortable social experiences, catering to employees who prefer virtual or hybrid formats.
• Promote Authenticity & Modern Values: Ensure that social events align with the core values of the company. Replace drinks events with inclusive, alcohol-free activities that accommodate employees who avoid alcohol for health, religious, or personal reasons.
• Encourage Inclusive Practices: Plan events that are accessible and enjoyable for all employees, regardless of background or personal preferences. Smaller group settings can help ensure everyone feels included — particularly introverted and neurodiverse employees who may find larger group activities challenging.
• Reevaluate Team Building: Offer social options that cater to different interests. Consider alternative team-building activities that are meaningful and engaging, such as small-group interactions, or creative activities, such as cooking workshops.
• Make Socializing Optional: Avoid pressuring employees to socialize or penalizing them for not attending events. Respect their autonomy and personal preferences.
• Host Events During Work Hours: Hold social activities within the workday, such as luncheons or afternoon breaks, to avoid interfering with evenings or weekends and ensure employees with family commitments or those who prefer to keep work and personal time separate can still participate.

By implementing these strategies, employers can create a more supportive and inclusive work environment that resonates with younger, diverse employees, who increasingly reject traditional approaches to socializing.

The Impact of This Trend on the Future of Workplace Culture

As Gen Z enters the workforce, their unique perspectives and values are shaping the future of workplace culture and practices. 

One of the most significant changes is Gen Z’s view of work as flexible, contrasting with traditional views of work as a long-term commitment to a single organization in one place. 

This mindset helps explain why Gen Z employees are less inclined to engage in after-work social events, as they seek a clear separation between work and personal life.

Historically, the office has been a primary space for building friendships. 

However, many young workers are less likely to see the workplace as a social venue. Social interactions at work have become less frequent and, in some cases, less relevant. 

As remote work has become more prevalent, Gen Z may not see the value in forming and maintaining workplace friendships in the traditional sense. Recent reports indicate that more than 93% of young people in the U.K. have experienced age-related discrimination at work, raising the question: why would this generation want to socialize with colleagues who might not value them?

A survey of 4,300 American adults revealed that work is the second most significant place for making friends among those aged 51 and above, but those under 30 are half as likely to have formed friendships at work. 

While detachment from office socialization may offer a better work-life balance, it also has the potential to increase feelings of loneliness. The absence of workplace friendships and casual interactions could also leave remote workers feeling more isolated due to missing out on informal connections that often lead to lasting personal and professional relationships.

The generational change in attitude toward workplace socialization may also relate to broader job market dynamics. 

With historically low unemployment rates, young professionals today have more flexibility in choosing jobs, making them less inclined to stay long enough at a single company to form meaningful friendships. 

The increasing mobility of the workforce reduces the incentive to invest in relationships that may not have long-term potential, further contributing to the separation between work and personal life.

A recent survey found that 20% of managers have considered quitting due to the stress of managing Gen Z, highlighting the growing tension between the two groups. 

Employers must adapt to Gen Z’s preferences to avoid a wider gap between managers and younger employees. Offering flexible, inclusive, and optional social opportunities could help to facilitate the development of a more connected and harmonious workforce.