By Mark Gallagher, Employer Engagement Consultant (incl Life Sciences), Queen’s University Belfast
“I attended a recent NI Chamber event with a HR panel and was struck by the challenge that all the speakers had in terms of skills requirements and at all levels. A key message was that of Retention being the new Recruitment, and how important it is to hold on to staff once they enter an organisation. This includes the Gen Zs we work with in Higher Education – this article references some of my reading around this and considerations for Life Science organisations on attracting and retaining young talent.
“Gen Z (under 29) are bringing a nuanced set of expectations to Life Science workplaces which will continue to reshape things, by 2030, they will make up three quarters of workers globally. While the core things each generation seeks from work remain broadly similar — enjoyable work, fair pay, and a workplace where they are respected and treated with decency — the nuances emerging among younger Gen Z graduates are worth particular attention. These students, currently progressing through university and preparing to enter the workforce, bring expectations shaped by highly structured support environments. Understanding these expectations matters for all employers, whether you are a large multinational or one of the many SMEs that power our local Life Science ecosystem.
“Recognising their lived experiences may help. They’ve seen the breakdown of the old employeremployee “social contract” — long hours, burnout, instability — often through parents’ experiences. Across the West, working hard no longer guarantees getting ahead, buying property, or accessing reliable public services, reducing trust in the ‘system’ of which the workplace is integral. Rising living costs and financial insecurity shape their views on job security, pay, wellbeing and rapid technological change fuels their need to keep learning, develop skills, and pursue growth over traditional leadership roles.
“Work with purpose that has a positive impact on the world is a top priority for both Gen Z – that feels like a move in the right direction when you consider the sustainability challenges we face. That is not to suggest salary is still not important, but it now sits as one of three key drivers: Meaning, WellBeing and Money. The Connectr State of Candidate Experience survey 2025 identified that candidates are 2.15 x more likely to be attracted to the culture, mission, and ethics of a company than salary and benefits; that is a shift.
“This is an area where Life Science companies genuinely have an edge – in targeting students from all degrees. Life Science organisations have patient outcomes and better health as a clear goal, which will naturally appeal to graduates considering where to begin their careers. It is important that this is clear and evident in your communications and online presence. If your business is doing lifechanging work, make it easy for graduates to find that information. If you’re engaged in CSR activities, shout about that too. Gen Z wants to feel their work contributes to something bigger — improving patient outcomes, advancing scientific innovation, or supporting community wellbeing. For employers, making sure that purpose is visible, lived, and connected to daytoday roles helps attract candidates.
“Deloitte’s recent annual GenZ and Millennial survey reports that 40% of Gen Z feel stressed or anxious most of the time (yikes!), with work being a key contributor. Key contributing factors include, management (especially that linemanager relationship), feeling overburdened, and not seeing clear career growth or development.
“In higher education, colleagues and support services have had to rapidly adapt to a changing and increasingly diverse student population. We have redesigned systems, processes, and support structures to ensure students receive meaningful and effective support throughout their journey.
“Our Wellbeing Service has grown from a small counselling team to 12 full-time staff, offering daily dropins that support everything from everyday academic or personal concerns to more complex issues. Counselling is outsourced to an external provider for therapeutic care. Alongside this, academics provide frequent personalised feedback, meaning many students have become used to structured, readily available support and performance feedback throughout their education. When they enter the workplace, it is natural they may expect something similar — and employers who offer clear guidance, regular early checkins, manageable workloads, and visible, accessible support will not only help graduates settle more quickly but become far more appealing to them overall.
“An important consideration for Life Science companies is that Gen Z genuinely wants to keep developing and learning. They have grown up with evolving tech, digital tools, data analysis software, AI – and are not fazed by continuing to pick up new software packages and systems; they will need to keep refreshing and retraining as careers evolve.
“One of the stats from the Deloitte Survey was that only 6% say their primary goal is to work in a leadership role. They are ambitious — just in a different way. What they care about most is growth. Learning and development are right at the top of their list when choosing an employer. A lot build new skills every week, often in their own time. For Life Science organisations, that is a huge opportunity, especially in a sector where constant innovation may be part of the job.
“What new graduates want is support. They know they need to build their soft skills too: communication, leadership, empathy, time management… all the things that help them thrive just as much as technical knowledge. And there is no better way to learn than on the job. That is why placements through Queen’s and Ulster are so valuable: students gain real experience, build confidence, and develop exactly the skills employers want. There seems to be a real unity of purpose across the local Life Science sector, but there’s still so much untapped potential. Smaller and emerging companies have a real opportunity here. When they engage with students — whether through placements, projects, or even lighttouch interactions — it strengthens the whole ecosystem. Building a wider capacity is not something that sits with just the big players. and when more organisations get involved, the sector becomes stronger, more resilient, and better positioned for future growth.”
Source materials
- Deloitte Global Survey 2025: Gen Z & Millennial Survey; growth and the pursuit of money, meaning, and wellbeing.
- Institute of Graduate Employers UK Report 2025 – From early careers to emerging talent
- Highfliers Research UK: Graduate Market Report 2026
- Connectr State of the Candidate Experience 2025
