Often labelled the ‘side-hustle generation’, Gen Z has come of age amid economic uncertainty, rising education costs, and growing scepticism about whether a traditional 9-to-5 job alone can ensure long-term financial security. Shaped by these realities, their approach to work is frequently assumed to be driven by money. However, a new survey suggests that for a majority of these young professionals in India, career decisions may be less about immediate pay raises and more about acquiring skills that strengthen future opportunities.
According to ‘The Gen Z Work Code: What Drives, Engages, and Retains Them’, a report released by Naukri, an online recruitment platform, 57% of Gen Z professionals in corporate India define career growth primarily as learning new skills on the job, rather than receiving salary hikes or promotions
The study is based on responses from over 23,000 Gen Z professionals across more than 80 industries.
Promotion, salary hikes good, upskilling – even better
The survey data shows a clear hierarchy in how Gen Z evaluates professional growth. While 57% associate growth with skill acquisition, only 21% prioritise salary hikes, and 12% view promotions as the primary marker of advancement.
The preference for learning is especially pronounced in creative sectors such as design and advertising, where as many as 78% of respondents equate growth with upskilling.
The report also highlights that expectations shift modestly with experience. Among Gen Z professionals with higher years of work exposure, the proportion prioritising salary hikes rises to 25%, indicating that compensation remains relevant, though not dominant, as careers progress.
Work-life balance remains a key consideration
Beyond learning opportunities, the report underscores the importance Gen Z places on work-life balance when evaluating job offers. Half of the respondents (50%) said work-life balance is the most critical factor in job decisions besides salary, a figure that increases to 60% among those with five to eight years of experience.
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What Gen Z prioritise at work (Source: Naukri’s GenZ report)
This preference suggests that flexible schedules, reasonable workloads and protected personal time are viewed as integral to long-term employability and sustainability at work, alongside skill development.
Recognition is tied to growth, not praise
The report also examines how Gen Z perceives recognition at the workplace. An overwhelming 81% of respondents said they prefer recognition in the form of growth opportunities, such as learning programmes or career advancement pathways, rather than verbal appreciation or public praise.
Only 9% indicated that ‘praise’ alone is meaningful to them. Among higher earners in the Rs 15–25 lakh per annum bracket, interest in monetary rewards rises to 28%, compared to 8% at entry-level salaries, indicating that preferences evolve with income levels but continue to centre around tangible career progression.
The findings also offer insight into workplace stress and mental health concerns among Gen Z professionals. The absence of work-life balance emerged as the top stressor, cited by 34% of respondents, followed closely by lack of growth opportunities at 31%.
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What motivates Gen Z at work (Source: Naukri’s GenZ report)
In contrast, micromanagement was identified as a major stress factor by only 16% of Gen Z respondents, significantly lower than the 25% reported among Millennials. Toxic colleagues affected 19% of Gen Z professionals, placing interpersonal issues lower than structural concerns such as workload and growth stagnation.
Outlook for 2026
The data indicates that for a majority of India’s Gen Z professionals, growth at work is increasingly defined by what they can learn today to remain relevant in the longer run.
The emphasis on continuous learning, balance and meaningful recognition, as mentioned in the report, points to a workforce that views skill accumulation as central to career security in a rapidly changing job market.
As the report further notes, organisations aiming to attract and retain Gen Z talent may need to place structured learning opportunities, flexible work practices and clear growth pathways at the centre of their employment strategies, rather than relying solely on pay increments.
