March 11, 2026
Contact: Cary Littlejohn, carylittlejohn@missouri.edu
Photo by Unsplash
Business leaders and hiring managers are preparing for a dramatic shift as 75% of the workforce will be employees aged 24-35 by 2030. Through its Young Employee Survey, the University of Missouri’s Novak Leadership Institute is supplying those leaders with practical insights to help attract, engage and retain these workers.
Generational differences and stereotypes have led many business leaders to believe that younger employees want fundamentally different things — and that they are harder to please.
Findings from the Young Employee Survey, which included more than 1,500 responses, say otherwise.
“The core drivers of young workers’ success and flourishing are universal,” Justin Willett, research director for the Novak Leadership Institute, said.
The survey identified four factors closely tied to positive employee outcomes, offering leaders a clear roadmap for attracting and supporting younger talent. Here are four elements critical to employee success.
Meaningful work
Researchers found that younger workers flourish when they perform meaningful work —work that achieves something purposeful, valuable or worthwhile and aligns with their personal values. Unlike job satisfaction, which is simply whether an employee likes a job, meaningful work encompasses the experience of purpose and growth.
And it’s a stronger predictor of flourishing — the sense of well-being across multiple dimensions — than salary, benefits or job security.
Leadership communication and recognition
Young workers perform better when their supervisors build strong communication relationships and recognize their individual contributions — and the two work in tandem.
“A supervisor isn’t going to reach out to an employee to let them know they’re doing a good job in a way that makes them feel valued if there isn’t already some degree of communication going on,” Willett said. “It’s not just the transmitting of information, though; it's the relational quality of those interactions.”
Mentorship and growth opportunities
Employees show a strong desire for learning, mentorship and advancement paths, which are more closely related to job satisfaction than compensation, perks and even work-life balance.
Young employees seem largely satisfied with their current growth opportunities, with 75% of those surveyed responding positively. That suggests that organizations with structured development pathways, transparent advancement criteria and peer mentoring are the most likely to retain top talent.
The remaining 25%, Willett said, pose a significant retention risk for businesses.
Psychological safety and respectful engagement
Young workers thrive in teams where they feel respected and psychologically safe — free to speak up, share ideas and make mistakes without fear of punishment.
The goal should be to foster a climate of mutual dignity, attention to needs and respectful communication among coworkers, Willett said.
“Foundational considerations include: Is everyone respected? Do people pay attention to each other's needs? Do we all appreciate each other's contributions?” he said.
Psychological safety leads employees to feel safe taking interpersonal risks, such as admitting mistakes and trying new things, all without fear of negative consequences.
“Psychological safety isn’t about being comfortable or avoiding conflict,” Willett said. “It’s about being able to be candid without fear. Safe teams can have hard conversations because they trust each other, and this psychological safety is what enables meaningful work.”
Additional characteristics of young employees
Beyond these core findings, the survey revealed insights that further challenge assumptions about what young workers want.
One notable trend is side work — 19% of respondents reported committing to a side hustle in addition to their full-time employment.
These side hustles aren’t financially motivated but rather provide opportunities to diversify skill sets and pursue personal interests.
“Companies should leverage the side hustle trend,” Willett said. “The results of the survey show how much this cohort values development opportunities — and when they can't find them at work, they make them on the side.”
Organizations should also prioritize traditional benefits. The survey revealed young employees are much more concerned with well-established benefits — paid time off, health insurance and retirement contributions — than flashy, enticing perks such as gym memberships and catered meals.
“Flexibility signals trust, and for young employees it's a cultural value, not just a logistical preference,” Willett said.
The full survey report is available on the Novak Leadership Institute website.
