Gen Z is the fastest-growing phase of the workforce, and employers are noticing that they’ve totally different views and expectations than the generations that labored earlier than them. Born between 1996 and 2012, Gen Z is projected to make up about 30% of the U.S. workforce by 2030, filling almost 50 million jobs in line with the U.S. Bureau of Labor Statistics.
Whereas Gen Z contains about 6% of right now’s workforce, employers ought to take note of their distinctive views when shaping inner insurance policies, practices and coaching — particularly in relation to harassment prevention.
A brand new 2025 State of Office Harassment Report sheds mild on how Gen Z perceives, witnesses and experiences harassment otherwise from Millennials, Gen X and Child Boomers. Based mostly on an October 2024 survey of over 2,000 US-based employed adults throughout industries, the brand new analysis finds that a good portion of workers, notably youthful ones, have skilled office harassment.
By the numbers: The complicated actuality of Gen Z and harassment
Our report discovered that almost half of all workers (48%) have witnessed office harassment within the final 5 years, and one in 4 (24%) has been a direct goal. Notably, over half (52%) of Gen Z workers reported witnessing harassment — a price greater than different generations. This disparity underscores a urgent want for tailor-made options to satisfy the expectations and experiences of youthful workers.
With greater than a 3rd of Gen Z having participated in activism or social actions like #MeToo, this era could report extra misconduct as a result of it has a broader definition of what constitutes harassing conduct, corresponding to bullying. Gen Z respondents additionally reported greater publicity to microaggressions, offensive emails and inappropriate bodily contact, making it important for coaching to deal with refined and overt types of harassment.
Having additionally noticed Millennials endure poisonous work cultures in silence, Gen Z can also be extra proactive in relation to unfair remedy and aggressive conduct.
In terms of the harassment itself, 43% of survey respondents stated that it was a coworker who engaged in harassing conduct. Whereas this was typically constant throughout all generations, Gen Z recognized the harasser as being purchasers, guests and sufferers 21% of the time. This was considerably greater than different generations.
Tip: Use clear language in insurance policies and coaching to outline definition of harassing behaviors, together with sexual harassment, digital misconduct, and third-party harassment.
Extra prone to intervene than report — Why?
Whereas Gen Z employees are extremely observant of office misconduct, they’re the least prone to report it. When requested whether or not they would report an occasion of office harassment they or a coworker skilled, Gen Z proved extra hesitant at 44%. This compares to half (51%) of complete respondents who stated they’d report it no matter whether or not they may achieve this anonymously or not. Comparatively, Child Boomers had been the era almost definitely to report an occasion no matter anonymity at 63%.
Our report reveals a number of causes for Gen Z’s hesitancy:
- Lack of belief in programs: 56% of Gen Z employees doubt their employers’ dedication to anti-retaliation insurance policies and punitive programs.
- Worry of retaliation: Almost half (47%) fear about destructive penalties for talking up.
- Choice for anonymity: 49% of Gen Z workers said they’d solely report harassment anonymously, even in instances the place security was a priority.
Tip: Establishing a confidential reporting system and an antiretaliation coverage is significant to adjust to the legislation and promotes a tradition of belief that encourages people to report incidents with out concern.
Our analysis, nonetheless, means that Gen Z is among the many almost definitely (53%) to intervene in harassment they observe. Solely Child Boomers had been greater at 54%. Nonetheless, that leaves many bystanders who didn’t intervene. Frequent boundaries to intervention are steadily:
- Worry of retaliation: Fear about potential destructive penalties from the perpetrator or their friends for intervening.
- Social strain: Issues about being seen as “snitching” or disrupting social dynamics.
- Energy Dynamics: Not snug reporting on workers senior to them.
- Uncertainty about acceptable motion: Fears about misinterpreting a scenario and never realizing methods to intervene safely and successfully de-escalate incidents.
Tip: An absence of intervention throughout incidents of harassment demonstrates a necessity for higher coaching and empowerment of workers to behave as bystanders.
Extra glad with reporting outcomes
When reporting an incident of harassment, Gen Z was almost definitely (89%) to be glad with the end result. Gen X workers, however, had been least prone to be glad with an final result at 73%.
Leaving workers dissatisfied with reporting outcomes can cut back the chance they arrive ahead subsequent time they see or expertise probably harassing conduct. It could additionally decrease their confidence charges of their employer’s capacity to satisfy their wants in relation to harassment prevention.
Tip: Employers ought to concentrate on addressing worker dissatisfaction with employer response to experiences
Why conventional coaching approaches fall brief
The mixture of Gen Z’s heightened consciousness of harassment, however reluctance to report it creates a singular problem for employers who purpose to construct inclusive and respectful workplaces. Employers want to verify they’re offering all workers with the coaching and sources they should outline harassment in line with firm insurance policies, successfully intervene once they witness it and promptly report it.
Customary harassment coaching packages could fail to resonate with Gen Z workers. Conventional, passive coaching strategies can really feel outdated, unengaging and ineffective for a era raised on interactive, tech-driven platforms.
- Gen Z is accustomed to tech-driven, on-demand experiences (suppose cellular apps, Youtube, TikTok and gaming).
- Rising up with bite-sized, high-impact content material has conditioned Gen Z to anticipate coaching that’s fast-paced, visually participating and interactive.
- Gen Z expects adaptive studying experiences that cater to their particular person abilities, roles and studying preferences.
To higher have interaction Gen Z workers, HR professionals ought to adapt their coaching and communication approaches:
On demand, tech-driven coaching
Coaching needs to be mobile-optimized and on-demand so Gen Z can entry anytime, wherever and choose up proper the place they left off, on any related machine.
Interactive coaching you don’t simply watch, you expertise
Problem Gen Z to make choices, select coaching flows, and have interaction in game-based studying and leaderboards.
Story-based studying
Incorporate various, first-person narratives into coaching packages to construct empathy and understanding, which resonate strongly with Gen Z.
Actual-world eventualities
Familiarize Gen Z workers together with your anti-harassment insurance policies by incorporating them into sensible and nuanced office conditions which might be relatable.
Tailor-made coaching as an alternative of one-size-fits-all
Present personalized coaching so Gen Z workers acknowledge their work atmosphere, enterprise and business to make coaching each relatable and memorable.
Tip: Employers want to verify they’re offering all workers with efficient coaching and sources to determine, stop and report harassment.
