Today, research plus TikTok trends like “quiet quitting” suggest that Gen Z is struggling with engagement more than any other generation. It would be easy for business owners to assume younger employees have a half-baked work ethic—but that would be a disservice to Gen Z and companies alike. Younger employees aren’t hardwired to do the bare minimum—a tumultuous professional landscape has disillusioned many of them. It falls on leaders to proactively work to understand Gen Z and in doing so, transform their impact on the workplace from minimal to meaningful.

Here are some of the ways that Gen Z’s unique blend of traits can benefit their organizations.

Gen Z autonomy and pragmatism

Gen Zers, or Zoomers, have often been labeled as overly individualistic. Research shows that they’re quicker to jump jobs than previous generations, prioritizing their wellbeing over company loyalty. Zoomers want to work for companies that support them in building their personal brands. They’re heavily invested in their self-actualization.

At the same time, Gen Z professionals are remarkably pragmatic. They aim to define success on their own terms, but they’re proactive about figuring out the practical steps to achieve it.

For some, this blend of autonomy and hyper-pragmatism might seem like a threat to the old way of doing things. In the past, the most valuable employees followed the rules, advanced on a predictable path, and adhered to strict hierarchies. In today’s rapidly evolving workplace, businesses are better served by employees who are motivated to take charge of their destinies.

In my experience, employees who feel in control of their futures are not only more engaged and satisfied, but they’re more likely to stay with the company for the long haul. Rather than resisting Gen Z’s instinct to carve their own paths, leaders can nurture it. For example, leaders can initiate ongoing conversations about employees’ personal visions of success and offer guidance and mentorship on getting there. Companies can loosen rigid hierarchies with rotating and expertise-based models of leadership. They can also embrace personal brand building as an asset, not a threat, to company culture and community—like a magazine that encourages its writers to build their brands, which benefits the entire publication. 

Creating a purpose flywheel

For companies, operating with a purpose means having a deeper mission than just turning a profit. Clearly articulating why your company exists and which problems it solves can help build customer loyalty. According to research, purpose-driven companies have higher market share gains and grow three times faster on average than their competitors. Both their employees and customers are more satisfied.

So, what does this have to do with Gen Z?

Zoomers are deeply motivated by working toward a greater purpose. As McKinsey notes, Gen Zers value online communities because they allow people of different economic circumstances to connect around causes and interests. Zoomers are aces at mobilizing their communities around purposes, both online and in real life.

Leaders can channel Gen Z’s inclination towards purpose-driven work in order to accentuate their company’s purpose. One way to do this is by involving Gen Z employees in initiatives that align with their values—for example, corporate social responsibility programs or sustainability projects. Leaders can encourage employees to participate in purpose-driven campaigns and give them the autonomy to choose projects that speak to their interests. Leaders can also create spaces for dialogues—online platforms or all-hands meetings—where employees can chime in on how the company can contribute to easing today’s most pressing issues, empowering Gen Z to help form the company’s purpose.

This, in turn, creates a purpose flywheel—attracting more Gen Z talent by virtue of the company’s robust purpose and further strengthening that aspect of the corporate fabric.

Fulfillment-fueled culture

Money talks—but not as much as it used to. Generation Z cares about salary to an extent, but according to research, prioritizes it less than any other generation. Given the choice between a higher-compensated but boring job versus a more interesting position that didn’t pay as well, Gen Z was split over the choice. Zoomers are more concerned with fulfillment—and this should be a strength, rather than a concern, to leaders.

When it comes to fulfillment, the adage “a rising tide lifts all boats” is spot-on. Employees who are more fulfilled with their daily work are more engaged. On an organizational level, the momentum and energy of a fulfilled workforce is palpable—and it’s something that money can’t buy.

The question becomes: How can leaders ensure that all employees, including Gen Z, are fulfilled?

At Jotform, it starts with hiring. We don’t “hire and fire fast.” We hire slowly. In fact, hiring is one task I never fully delegate because I want to be sure that each hire fits our culture and their role. With our interns (who often become full-time employees) we encourage them to try functions adjacent to their own. This experience helps them discover which projects and roles feel most fulfilling. Cross-functional work continues after hiring, as our employees work on teams with colleagues from different areas of the business. No one is siloed. We encourage exposure to various roles and experimentation with divergent working styles. Employees chart their own courses, and leaders are always available to support them with resources and guidance.

In a world where work is constantly evolving, creating a culture of purpose, fulfillment, and autonomy is key to unlocking the potential of every generation—Gen Z is no exception.

Read more:

• Managers are puzzled by Gen Zers as giving feedback becomes a lost art in the era of the ‘coddled mind’
• Half of Gen Z would quit over 3 days in the office
• Gen Zers are switching jobs at an accelerating pace and it’s paying off. Here’s where it can still go wrong
• I spark creative destruction within my $7B-plus company to drive innovation. Here’s how it’s done

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.