This is especially true for Gen Z, a generation that’s both anxious from uncertainty and hopeful for the future.
Employers hiring those born between 1997 and 2012 need to be aware of the unique experiences and expectations of Gen Z in the workplace — and how those factors impact their onboarding experience.
3 ways Gen Z’s upbringing influences the workplace
“Every generation has a unique backdrop of society that it grows up in,” says Dr. Meghan Grace, co-lead of the Institute of Generational Research and Education and a senior consultant with Plaid LLC, an organizational development firm that focuses on learning experiences.
In Gen Z’s case, she says, three factors stand out as defining characteristics: technological advancement, global connection, and high-stress uncertainty.
1. Gen Z has experienced rapid technological change
“When we look at what was going on with Gen Z in that time period, it’s rapid technological innovation, faster than any other period in time,” says Grace. “That is the only real way they’ve known how to connect with the world.”
As such, Gen Z is not just extremely skilled at learning new technology — they expect it.
Dr. Grace says Gen Z isn’t necessarily afraid of tools like AI, but they are very aware of how new tech will change the way they work — and they want to learn it.
“It’s ‘Can I be nimble? Can I learn skills that are transferable to a variety of different spaces and different industries,’” she says. “It’s not just, ‘I’m gonna be a doctor — I might need to be a doctor who can also manage a TikTok account that educates people on health issues.’”
Gen Z may be incredibly tech-savvy, but they’re also worried about what they don’t yet know. As such, they’re seeking employers that will give them those opportunities for ongoing learning and career development.
2. Gen Z has developed high empathy
While all generations face changing technology, Gen Z’s experience of it has broadened their worldview from a very young, formative age.
It used to be that high school represented your entire social circle, explains Dr. Grace. But with social media, Gen Z has broadened their networks in an unprecedented way.
For example, maybe someone had a niche interest and were the only kid in their school to care about that. But online, they could find a community with peers from different backgrounds.
They’ve also watched world events — from wildfires in Australia to the conflict in Gaza — unfold in real time, narrated through social media by young people just like them.
“Something that’s unique is that they can understand the human experience around the globe much more than previous generations can and feel that empathy,” says Dr. Grace. “They are more aware of what’s going on in the world geopolitically than previous generations.”
As such, Gen Z is seeking workplaces that align with their expanded worldviews and offer them the chance to make a difference.
“Gen Z more aware of what’s going on in the world geopolitically than previous generations.”
“They’re hopeful for the opportunity to take on jobs that have meaning, that create impact for other people,” says Dr. Grace. “Gen Z is channeling their activism in their personal lives and want to work for companies with social alignment.”
3. Gen Z has faced global uncertainty
Older Gen Zs were early adolescents when the 2008 U.S. recession hit — meaning at the time when they were dreaming about what they wanted to be when they grew up, they were also overhearing adults worry about layoffs and unemployment.
Then, while the oldest Gen Zs were in college or graduating into the working world, the COVID-19 pandemic hit. Classes and office jobs shifted online, forcing them to miss out on important social development. Many Gen Zs worked frontline jobs in retail or hospitality, where they faced furloughs and safety concerns.
Dr. Grace says this backdrop has left Gen Z with a lot of anxiety — but also a willingness to be nimble out of necessity.
Take our hypothetical medical student, who sees science as a stable career path, but is open to biomedicine and integrating AI or new technology into their work. Dr. Grace says they may then also broadcast their journey through medical school on social media for monetization.
“They are truly financially concerned, stability concerned,” says Dr. Grace. “And so, they’re utilizing everything in their toolbox to make sure they’re not going to be hit with financial uncertainty. They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”
While Gen Z has a reputation for job-hopping, it’s not because of short attention spans or disinterest. Rather, they’re switching jobs in search of financial security — higher pay, better benefits, and better growth opportunities.
“They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”
5 tips for successfully onboarding Gen Z employees
Given Gen Z’s unique worldview and experiences, it may not come as a surprise that some of the things Gen Z wants most in an employer are:
Relationship-building: The chance to connect with their colleagues as friends and mentors.
Skills development: The opportunity to learn and practice new skills that will help them in their career goals.
Workplace flexibility: The ability to shape their work life in a way that complements their personal life.
Here’s how to integrate these elements into your onboarding process:
1. Set up a buddy or mentor system
For Gen Z, the nuances of workplace interaction, such as communicating with multiple generations and working alongside new perspectives different from their peer group, was learned from behind a screen.
“I think that’s something they’re very cognizant of, that that’s a gap that they have,” says Dr. Grace.
She recommends pairing up Gen Z employees with a buddy who they meet with regularly. This could be just a friendly face who can answer questions they may be too scared to ask of their direct manager, or it could be a more formalized mentorship with someone who has similar career goals.
2. Offer a thorough training plan
Gen Zs are keen to learn. They are OK with acknowledging what they don’t know and will appreciate getting to try new things hands-on.
“They are sponges for skills,” says Dr. Grace. “They are seeking the ability to stack more things into their toolbox because they don’t know what skill they’re going to need down the road.”
Rather than relying solely on an all-in-one training session, consider bite-sized training and refresher opportunities. This kind of training aligns with the fast-based content delivery that Gen Z has become accustomed to online.
For example, if an employee is working on a new task for the first time, you could set up a 10-minute chat over coffee to walk them through it or send them a Loom video that guides them through it step-by-step.
3. Show what success looks like
Gen Z has grown up with a lot of uncertainty — which is why they want clarity in a new job. That includes knowing what’s expected of them today in the role, as well as what their path to success looks like.
When do reviews happen? Is there a checklist they can follow to achieve a raise or promotion? Setting transparent milestones early on will help to ease Gen Z’s concerns about stability and success.
“I can’t stress enough how much transparent leadership matters to this generation, and they want transparent leadership pre-hiring through onboarding,” says Dr. Grace.
4. Promote purpose
Great Place To Work research has shown that purpose in the workplace is one of the key factors that determines whether an employee will stay or quit.
Employers can win over and retain Gen Z employees with a meaningful company mission. In fact, Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning,” underscoring the significance of genuine commitment over mere lip service.
“Something that should actually start in hiring is talking about how their role and the work that they will do will have a bigger impact,” says Dr. Grace. “Why do we exist and why does this specific role play a part in what we achieve?”
Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning.”
5. Embrace flexibility
Great Place To Work’s research on employee retention strategies has found that employees are three times more likely to stay with an employer when they can choose between remote, hybrid, or onsite work.
While all generations are seeking flexibility these days, “this is a generation that has said it at a much earlier age,” says Dr. Grace. “They’re identifying that work is not their entire identity like previous generations have.”
Good onboarding is a business imperative
Proper onboarding isn’t just a nice to have — it’s essential for an engaged workforce.
“New hires are some of the most expensive to replace because you’re oftentimes replacing many of them multiple times a year,” says Dr. Grace. “The approach to onboarding needs to be incredibly holistic because when employees have barriers — even slight barriers or slight frustrations — those are the things they remember.”
Access our report, Unlocking the Secrets of Employee Retention, to find out how you can predict and prevent turnover in your workplace, including a special section on keeping Gen Z happy at your company.
Learn how you can use our employee engagement survey and data analysis platform to extract data on your employees workplace perception.
As the Content Program Manager at Great Place To Work, Claire helps decode the psychology behind high-trust workplaces using Great Place To Work’s extensive data repository on employee experience. Claire has co-authored noted reports such as “Women in the Workplace” and “The Power of Purpose at Work,” and contributed to Fortune with her profiles of the Best Workplaces™. Her latest report on employee retention strategies draws on the experience of 1.3 million employees to give leaders strategic guidance on retaining their top people.
Accenture’s North America Inclusion & Diversity lead shares practical tips for organizations looking to widen their talent pools.
Organizations have three levers they can pull to find the talented and diverse workforce they need.
Companies can widen their talent searches and bring more candidates into their pipeline. They can use training and development to create the specialized talent they need. They can also nurture talent within their organization, offering internal candidates the opportunity to upskill and progress to new roles.
To widen the talent pool at your workplace, diversify your pipeline.
“When we began focusing our inclusion and diversity efforts on closing talent gaps, we knew the answer lay in widening our horizons in how we sought out and retained our talent pool,” said Friend.
In 2016, Accenture became the first professional services firm to voluntarily publish its comprehensive workforce demographics, including by gender, ethnicity, persons with disabilities, and veterans in the U.S. — and since then, has added LGBTQ data.
Assembling an inclusive slate of candidates before interviews is one step towards eliminating bias in the search for talent.
“We’ve also removed bachelor’s degree requirements from about half of our entry-level roles in the United States,” Friend says. “That’s given us access to a much broader and more diverse talent pool.”
Representation matters during the recruiting process as well.
“It’s important to have diversity on your hiring team,” Friend said. “People want to see themselves reflected in our organization. When a job applicant doesn’t see diversity represented in the hiring process, it raises doubts about the commitment of the organization to create an open and welcoming environment.”
To mitigate systemic perception and process issues, Accenture ensures interview panels are diverse and balanced and that hiring power does not rest with a single individual.
“We use multiple interviewers,” shared Friend. “It has to be more than one person making the final call.”
Access to continuous learning and professional development opportunities are an important way organizations can upskill current talent at the company and unlock the full potential of their people.
If an employee isn’t finding success in their role, Friend recommends looking at three factors:
Are they in the right role?
Do they have the necessary skills?
Do they have the right sponsor?
“If people have gaps in their performance — clearly one of those three areas is not working, and organizations should help their people discover their best opportunities and expand their skill sets,” she said.
At Accenture, mentorship and sponsorship play a crucial role in the career progressions of internal candidates into future leaders. “We expect our leaders to sponsor and mentor our people,” said Friend.
3. Unlock the full potential of the talent you have.
A commitment to diversity and inclusion also means a company culture that cares about its people.
“We may choose the talent who join our company,” shared Friend. “But it’s critical to recognize that it’s our people who decide every single day whether to stay.”
Accenture provides its people access to tools and programs like Thrive Global, a behavior-change platform offering science-based solutions to lower stress and enhance well-being and productivity.
“Small behavior changes can really move the needle and have a big outcome over time,” Friend says.
Measuring results
To see the full benefits of a diversity and inclusion strategy, leaders must be accountable for their commitments. Outcomes must be measured and tied to business goals.
“At Accenture, we approach inclusion and diversity with the same discipline and rigor as any other business priority,” said Friend. “We set goals, share them publicly, collect data to continuously improve and hold our leaders accountable. We also expect our people to own the equality agenda — to make it part of their jobs — every decision, every day — and to speak up and to act. Everyone from the top of our board to the new joiner is responsible for a work environment where our people can be the same person both inside and outside of work.”
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Ted Kitterman is a content manager for Great Place to Work®. Ted has experience covering the workplace, business communications, public relations, internal communications, work culture, employee well-being, brand purpose and more. His work shines a light on the unparalleled data and insights offered by Great Place to Work’s decades of research, helping the company share its vision of a great place to work For All™.
Are you feeling the heat in today’s competitive job market? You’re not alone. Attracting and retaining top talent is becoming a tougher puzzle to solve. But what if I told you there’s a secret ingredient that could make your company stand out to job seekers?
Enter Great Place To Work® Certification™. A recent study carried out in the U.S revealed a game-changing insight: Job seekers are overwhelmingly more likely to choose a company that’s been certified as a great workplace by its own employees.
In the 2023 study by Great Place To Work® U.S, the sentiments of over 4,400 employees from typical U.S. workplaces were captured. This was part of a larger three-year market survey. Respondents were asked a straightforward question: “Would knowing a workplace has been certified as a great place to work by its own employees make you more likely to want to work there?”
The results were clear: People were 15 times more likely to choose a company knowing it was certified by employees as a great workplace.
That’s three out of four U.S. job seekers who said they’re more likely to choose a company that is Great Place To Work Certified™.
This is good news for Certified companies looking to recruit talent away from competitors, as employees are expressing less interest in leaving their jobs than they were in 2022. In fact, there’s been a 25% year-over-year decrease in employees who are undecided about whether to look for a new job, and a 26% increase in workers who say they plan to stay where they are.
In other words, the competition for top talent has heated up significantly, and employers need to stand out in the job market. Great Place To Work Certification tells job seekers that a company has a proven track record of providing a positive work environment, validated by current employees and unbiased, third-party assessments.
The role of trust in great workplaces
Before we explore the impact of trust on workplace dynamics, let’s talk about the importance of trust in earning Great Place To Work Certification. Our model is built on the belief that trust is the foundation of a great workplace.
It’s what we look for when we assess companies for Certification. We use our Trust Index™ Survey to measure how much employees trust their leaders, feel respected, and enjoy their workplace culture.
Our research has shown that trust doesn’t just make a nice place to work; it drives real business success. When employees trust their company, they’re more engaged, productive, and likely to stick around.
That’s why companies that earn our Certification are places where trust is strong, and as a result, they outperform their competitors.
But don’t just take our word for it; the numbers speak for themselves. In our same national employee survey conducted in 2023, we reached out to over 4,400 employees from a variety of industries and backgrounds. They shared their experiences on everything from trust and pride to innovation and fairness at work.
When we compared their responses to those from Great Place To Work Certified companies, the disparities were obvious. Certified workplaces consistently outshine the national averages, proving that trust isn’t just a feel-good factor—it redefines success for companies.
How companies Certified by Great Place To Work eclipse the typical workplace
Our research shows that Certified (aka high-trust) companies can boast about having better bosses, fairer paths to promotions, and higher employee engagement, with more employees reporting that they look forward to coming to work.
They are also far more successful at retaining, engaging, and fostering adaptability among employees than at the average workplace.
Certified great workplaces pay and promote their people fairly
Employees at great workplaces say they often or always felt practices at their workplaces were fair.
Employer brands that stand out from the crowd
Certified great workplaces retain and attract more talent. They live their employer brands from the inside out and inspire better employee engagement.
Certified great workplaces are full of supportive, passionate coworkers.
Great workplaces offer more opportunities
Employees want more than just a paycheck. They want to be given the chance to grow and develop, while not having to neglect their personal life for the sake of work.
Great workplaces provide a sense of purpose and pride
Our research into top employee retention strategies has shown that more than anything else, purpose and pride are the two biggest factors that determine whether an employee will stay with an organization. Employees are:
2.7x more likely to stay when they feel a sense of purpose
2.2x times more likely to stay when they feel a sense of pride
When leaders inspire employees to feel proud of what they do and to find meaning behind it, they have a happier and more motivated workforce. At Certified great workplaces, employees are:
53% more likely to experience a sense of purpose at work
25% more likely to feel a sense of pride at what their team has accomplished
“I often find myself sharing the DHL way with others who are complaining about their workplace. Especially in areas of engagement, corporate social responsibility, and constantly looking forward/innovating. Our CEOs … deliver tough messages when we need to be aware. Not in a doom and gloom way, but in a positive, pull-us-all-together way. As a company, we have a consistent strategy, and we talk about it often and relate it to what’s actually happening in the business. We are really good at constantly improving. Just writing this makes me really proud to be a long-term DHL’er.” –Employee at DHL Express
Hearing it straight from the source: Culture through employee voices
For job seekers and HR managers alike, choosing a Great Place To Work Certification is a smart decision that leads to improved job satisfaction, stronger employee engagement, and a lasting positive work environment. By prioritizing workplace certification, job seekers can increase their chances of finding a great boss, while HR managers can leverage this certification to attract and retain the best talent in their industry.
Read case studies of how other companies became Certified.
As the Content Program Manager at Great Place To Work, Claire helps decode the psychology behind high-trust workplaces using Great Place To Work’s extensive data repository on employee experience. Claire has co-authored noted reports such as “Women in the Workplace” and “The Power of Purpose at Work,” and contributed to Fortune with her profiles of the Best Workplaces™. Her latest report on employee retention strategies draws on the experience of 1.3 million employees to give leaders strategic guidance on retaining their top people.
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