Many Gen Z workers who began their careers during the pandemic continue to work from home—and a recent study by the British Standards Institution (BSI) and Respublica suggests they’re not eager to return to the office full-time, even if that choice has come at a cost to their professional development.

Nearly half of respondents surveyed by BSI said they would leave their jobs if forced back to the office full-time. Additionally, younger workers believe in-person roles should come with higher pay. Seven in ten U.K. respondents said full-time on-site jobs should pay more than remote or hybrid ones.

Referred to by BSI as the “Hybrid Generation,” this group entered the workforce around the start of the COVID-19 lockdowns in March 2020. As a result, many have never experienced the pre-pandemic routine of daily commutes and office-based work.

With roughly 200 million people having joined the global workforce since the pandemic began, reversing course now won’t be easy, according to BSI CEO Susan Taylor Martin. “Our work expectations are so crafted by our first job experience,” she said. “That never goes away, and I think where you start really kind of shapes what your expectations are.”

In addition to wanting flexible work, younger employees expect clearer boundaries—such as not being contacted outside of working hours. The U.K. government introduced a “Right to Switch Off” bill last year to address this issue.

Some companies, like JPMorgan and Amazon, have recently ramped up return-to-office requirements, sparking tension with employees who’ve grown used to remote work.

Although research shows that younger employees tend to benefit from in-office mentorship and learning, which can be lacking in remote settings, many Gen Z workers still prefer hybrid models. Mark Mullen, CEO of Atom Bank, which offers a four-day workweek and full remote flexibility, told Fortune that younger employees should coordinate in-person time with their managers to help balance development needs.

BSI’s research also found that remote workers were more likely to feel they missed out on training and feedback opportunities during the pandemic. “They struggled if they were working from home about what to do, because they didn’t know the job, they didn’t know the people, and they didn’t have the direction,” said Kate Field, BSI’s global head of Human and Social Sustainability.

But for many younger employees, career advancement isn’t the only—or even the top—priority. Just 39% of BSI respondents named financial incentives as the most important part of a job. Most cited work-life balance as their highest priority.

“It’s not just this kind of single-minded focus on career progression and financial outcomes,” said Taylor Martin. “It’s a much more balanced picture. And I think that’s something that was really unique for this cohort.”

Many respondents also reported better physical and mental health when working from home. And for some, remote work has made higher-paying jobs more accessible. One young worker in Bristol, for example, was able to accept a better-paying London job thanks to hybrid flexibility, according to Field.