Written in collaboration with Amélie Bazin and Carla Santos, members of The Blog Team
Are you wearing ankle socks or crew socks? Since the discussion about sock trends went viral on social media in 2024, we all know that socks can be a telltale sign of age. But hasn’t that always been the case? The length of socks isn’t the only differentiating factor between Gen Z and millennials. Their preferences, goals and values are different and matter when we think about how to attract talent.
Gen Z is the fastest-growing demographic in the workforce, and choosing a job in audit, consulting, or tax advice isn’t necessarily the first place they look for a career. The perception may be that our jobs are not exciting and fulfilling (even if we think they are). So, how can the Big Four firms—the four largest professional services firms in the world, that is, Deloitte, EY, KPMG, and us—still attract this generation?
In this blog, we explore the distinct traits that define Gen Z and how our workplace culture is evolving to attract and engage this new wave of talent while ensuring inclusivity and balance for all generations.
How Gen Z differentiate themselves from other generations in the workplace
To capture Gen Z’s interest, we need to go beyond traditional job descriptions and highlight the dynamic and fulfilling nature of careers in audit, tax, and advisory. The reality is that these roles are far from static—they involve solving complex challenges, working with diverse clients, and using cutting-edge technology to make a real impact.
Gen Z stands strongly apart from previous generations, including millennials, driven by distinct values. Compared to others, they place a greater emphasis on meaningful work, flexibility, mental health, and alignment with societal values. Research shows they are particularly drawn to roles centred on sustainability, social impact, and innovation.
However, the auditor and tax advisor professions are often seen as ‘compliance-focused’ rather than purpose-driven, and today’s entry-level salaries may seem less competitive than those in startups or the tech sector. This raises an important question: How can we align these core values and working styles with a career at a Big Four firm like ours?
At the same time, we are witnessing a unique dynamic—the coexistence of four generations in the workplace. This generational diversity presents both opportunities and challenges for companies, particularly when it comes to adapting talent attraction strategies to meet Gen Z’s expectations.
Making an office job exciting (again)
The factors mentioned above requires us to rethink our approach to recruitment—and that’s exactly what we are doing. But attracting Gen Z candidates to a career in tax or audit isn’t easy. We need to show that these careers can be both exciting and fulfilling, offering more than just a relatively stable—yet often perceived as boring—office job. Just as generations and their values evolve, so do professional services firms.
COVID-19 has played a key role in irreversibly changing our working environment and behaviour. Following a crash course in modern communication technology, remote work has shifted from an exception to an integral part of the way of working.
While onsite work remains valuable for team collaboration, networking, and casual water cooler discussions, hybrid work models—where teams regularly meet in person—have proven to be a successful setup in a Big Four environment. Indeed, audit, tax advice and consulting can quite easily be done from anywhere. However, in Luxembourg, cross-border workers face limitations due to the tax and social security framework.
Embracing hybrid work models, automation, and AI-driven tools, helps us mitigate the demanding hours often associated with the profession. Highlighting how technology streamlines processes and enables employees to focus on strategic, high-value work can shift perceptions and make these careers more attractive.
Gradually changing the workplace culture
We have seen how talent expectations have shifted significantly over the past decade. The next generations—Gen Z and soon Gen Alpha—are reshaping the workplace with fresh perspectives on career success, learning, and work-life balance. While we have long been recognised for excellence, expertise, and opportunity, today’s talent seeks something more: a workplace culture that truly aligns with their values and aspirations.
Therefore, culture can evolve over time although it is unlikely to undergo radical changes. As the way we work evolves, so too must our cultural fabric. Where past generations may have prioritised stability and hierarchy, newer generations expect flexibility, purpose, and inclusivity. They don’t just aspire to a prestigious career or, ultimately, the path to partnership—they want a workplace that feels right, with a culture where they can belong, grow, and make an impact. And that is the challenge—and opportunity—we need to embrace.
Here’s how our culture needs to adapt:
- From hierarchical to human-centred: Gen Z values open, transparent leadership over rigid structures. A culture of coaching, mentorship, and accessibility with approachable leaders can attract and retain top talent.
- From ‘pay your dues’ to continuous growth: Today’s talent won’t wait years for development. Employers should foster a culture that encourages fast learning, career agility, and skill-building from day one.
- From prestige to purpose: Gen Z and future generations want more than a strong brand—they seek genuine impact. A culture of social responsibility with opportunities to engage, sustainability, and authenticity, can make all the difference.
Attracting and engaging the next wave of talent doesn’t require us to abandon what makes us great as a firm. We need to adapt while staying true to our core strengths. Firms that embrace cultural evolution—where people feel heard, valued, and empowered—will be better positioned for long-term success.
Well-being and performance aren’t antonyms
One positive workplace shift—arguably accelerated by the pandemic—is the growing focus on employee well-being and sustainability. Mental health is now openly discussed, and a balanced schedule is both an employer-driven initiative and a top priority for today’s workforce.
While busy seasons with long hours, tight timelines, and high client expectations remain a reality—and will continue to be—in our environment in the foreseeable future, our ongoing efforts aim to ease workload peaks and distribute tasks more evenly. Using technology, such as artificial intelligence, plays a key role in this evolution.
What we learn from the most recent candidate interviews and new joiners is clear: work isn’t life—it’s a part of it. Expectations of long hours, constant in-office presence, and weekend emails can discourage some candidates from joining us. That is why managing these demands thoughtfully is more important than ever.
To support this, we aim to redefine success beyond billable hours—measuring contribution and impact rather than just effort. Our goal is to offer real flexibility—not just hybrid work, but true autonomy over schedules—and to actively support and promote mental health and well-being, recognising that sustainable performance comes from a healthy and motivated workforce. The shift from work-life balance to work-life harmony reflects changing expectations, where flexibility is no longer a perk but a necessity. That’s why we are embedding hybrid work, well-being, and autonomy into our culture to stay aligned with the evolving needs of our people.
Adapting to a changing client landscape
As we evolve, so do our clients. With more Gen Z professionals entering the workforce and progressing into decision-making roles, the expectations for professional services firms are shifting. While expertise, reputation, and fees remain important factors in selecting an auditor, tax advisor, or business consultant, they are no longer the sole criteria.
Sustainability and corporate sustainability are playing an increasing role in the vetting process. As companies adapt to the Corporate Sustainability Reporting Directive (CSRD)—which mandates transparency on Environmental, Social, and Governance (ESG) impacts—clients are scrutinising their own practices as well as those of their service providers. This includes evaluating how firms approach employee well-being, diversity, and workplace culture. When clients assess potential partners, they may not only review technical capabilities but also consider whether a firm aligns with their own values and commitments.
At the same time, the generational shift within our clients’ organisations means that we are no longer exclusively working with Gen X and millennials. As Gen Z professionals take on key roles, we need to recognise that their expectations differ. Their approach to communication, collaboration, and work-life balance influences how they interact with service providers. For instance, they may not value late-night or weekend responses as a sign of dedication but rather as a misalignment with their priorities.
To remain a trusted advisor, we should provide top-tier expertise, but also adapt to how we deliver our services—speaking their language, understanding their values, and aligning with their evolving expectations.
How to reach Gen Z?
To spark Gen Z’s interest in a career in audit, tax, or consulting, we need to be where they are while adapting to their communication preferences. This generation mostly favours text messages over phone calls and are avid users of social media. But don’t be misled—their screen time isn’t limited to scrolling through TikTok, Instagram, and Snapchat. They are also the fastest-growing demographic on LinkedIn, actively using the platform for networking and career exploration.
In sum, they appreciate concise, informal and visually appealing messages. This is because, while Gen Z generally shows a strong ability to multitask, their digital upbringing has also shaped a shorter attention span, meaning traditional, long-form content may not resonate. Furthermore, Gen Z highly values the possibility of performing tasks via mobile devices.
Therefore, a strong social media presence is crucial, but the key is using it strategically. When it comes to capturing Gen Z’s interest, we need compelling, visually engaging content that resonates with them. For instance, offering an authentic glimpse into the work environment is more effective than simply posting a job ad with a salary package. Video content, such as ‘A day in my life,’ showcases the profession, the workplace, and the teams, providing potential candidates with a genuine feel for the experience of working at our firm.
Young professionals are the best ambassadors, as people on social media are more likely to engage with individuals than with companies. By authentically sharing their daily work experiences, they can inspire others to consider a career in the field.
With this in mind, we are taking an authentic approach to media partnerships, with our People serving as ambassadors by sharing their experiences. Our bi-weekly live broadcasts on Radio ARA studio, hosted by Erin Verlaque, cover topics like DEI, recruitment, and the intergenerational workplace, offering genuine insights into life at PwC Luxembourg.
Similarly, our RTL People video series provides an immersive behind-the-scenes look at PwC Luxembourg, showcasing our People, their work, and their lives in Luxembourg. By focusing on real stories, emotions, and connections, all these initiatives strengthen our employer brand and help attract and retain talent.
Authentic communication remains the cornerstone of effective employer branding—shaping how a company is perceived as a workplace, from its values and culture to the overall employee experience.
Engaging with students, hosting networking events, and maintaining a relatable social media presence build trust and familiarity. Through behind-the-scenes content, employee spotlights, and real-world case studies, we bring our work to life and demonstrate our commitment to Gen Z’s priorities. Sustainability and Diversity, Equity, and Inclusion (DEI) shouldn’t just appear in corporate reports—they should be part of daily conversations and actions. By showing real progress, we reinforce that we aren’t just a great workplace—we want to drive meaningful change.
Connecting early and staying in touch
It’s undeniable that attracting the right talent is crucial for long-term success. However, business requirements are constantly evolving, and in Luxembourg, recruiting talent comes with unique challenges. Unlike other markets, we rely heavily on international hires rather than solely drawing from local academic institutions.
While soft skills like problem-solving, adaptability, and teamwork translate well across borders, hard skills—particularly technical expertise—can pose a greater challenge. To bridge this gap, we strengthen relationships with universities and business schools through internships, joint research projects, career fairs, and mentorship programmes.
And when there is a gap in hard skills in particular, sending employees to share their knowledge and experience through lectures on campus can be a game-changer in preparing students for the demands of the industry. These interactions help students develop relevant skills but also offer a first-hand look at career opportunities within us. The sooner we connect with potential candidates, the easier it becomes to build a strong talent pipeline.
Likewise, a smooth transition from education to employment depends on how well candidates’ competencies—skills and knowledge—align with business needs. Understanding these needs also helps ensure that graduates are well-prepared to meet the demands of a professional services firm.
Attracting and retaining Gen Z talent requires rethinking how we communicate, connect, and create opportunities. Embracing transparency, authenticity, innovation, and a purpose-driven approach will help us win over the next generation of professionals but also future-proof our workforce in an evolving industry.
Balancing formality and informality
Gen Z’s crew socks are more than just a fashion statement—they reflect the kind of workplace this generation envisions: one that values individuality, flexibility, authenticity, and purpose. As the fastest-growing demographic in the workforce, Gen Z isn’t just entering the workplace; they’re shaping it—just as previous generations did before them.
A testament to this shift, corporate dress codes have loosened, with business casual now widely embraced as the norm. But it doesn’t stop there. This generation isn’t afraid to ask questions, challenge the status quo, and speak up when something isn’t right. In short, they live by their values rather than simply trying to fit in.
Their presence inevitably brings change—whether that’s a welcome evolution or a questionable trend may depend on your fashion sense (or the decade you were born in). But one thing is certain: we need them, and we can learn from them.
Welcoming their crew socks means understanding their needs, adapting to their expectations, and evolving—without disregarding the values of those who came before them. The challenge lies in striking the right balance between formality and flexibility, where all generations—and their preferred work styles—can coexist, learn from one another, and capitalise on their unique strengths.
That’s the essence of an intergenerational workplace—but that’s a topic for another blog.
What we think
It is important for me to recognise the unique skills and qualities that Gen Z brings to the workforce. Rather than frowning at Gen Z’s workplace expectations, we should be open-minded, because I am convinced that we can learn a great deal from them about adapting to new technologies, embracing flexibility, and fostering innovation.
Gen Z isn’t just adapting to the Big Four firms—they are reshaping them. Their expectations are not trends, they are the new standards. Companies that resist change risk becoming obsolete, while those that embrace it will attract the next generation of talents. At PwC, we see this as an opportunity, not a challenge. We are not just hiring Gen Z—we are learning from them, evolving with them, and aiming to build a future that matches their ambitions. Because in the end, the firms that thrive won’t be the ones with the best legacy, but the agile ones that create the best future.
