There’s been plenty of catastrophizing about Gen Z’s arrival to the workforce—citing a lack of work ethic, difficulty to manage and their rejection of traditional career progression. But as Trent Henry, EY’s global vice chair, talent, shares in an interview with StrategicCHRO360, Gen Z is just one of five other generations in the workforce now, “each with their own unique values and motivations that need to be heard and understood.”
With the youngest generation expected to make up nearly a quarter of the workforce by 2033, it’s advantageous for employers to rethink their talent strategy to set everyone, not just Gen Z, up for success. Henry gives his take on how HR leaders can best recruit, retain and support and multigenerational workforce.
With Gen Z expected to make up nearly a quarter of the workforce by 2033, how should organizations rethink their traditional talent models to prepare for this shift?
Like many organizations, EY now has five generations working alongside one another, each with their own unique values and motivations that need to be heard and understood.
As Gen Z enters the workforce in increasing numbers, they’re bringing a new set of expectations and working styles—from prioritizing purpose and flexibility to embracing digital fluency and inclusivity. These candidates also often bring different perspectives, high levels of motivation and the technological and analytical skills that businesses need to thrive in today’s tech-driven world.
This means the need for personalized experiences has become more critical than ever. What’s more, employers have little room for error in an environment where in-demand skills are in short supply and talent can be hard to source and retain.
Organizations can rethink their talent strategy by widening the recruitment lens, seeking out all perspectives and valuing all kinds of experiences. At EY, we’ve strengthened our teams by hiring groups like non-college graduates, professional athletes and neurodivergent individuals, who may have been historically overlooked when recruiting in sectors like technology, financial and professional services.
What opportunities are younger generations of workers seeking from their employers and how can employers meet them where they are?
We know that younger generations, like Gen Z, are quick to adapt and very resilient to change. They’re moving away from linear career paths to look for more flexibility and greater access to opportunities to build the long-term skills they need to thrive in today’s working world with technology constantly redefining roles and responsibilities.
At EY, we use the term “career agility” to describe how our people are empowered to use their skills to move around the organization. This mobility allows them to upskill both themselves and colleagues, while pursuing the experience they want to have.
Our internal platform, My Career Hub, helps employees do exactly that: create their skills profile, market their qualifications, visualize career journeys and identify areas for skill development. This approach not only enhances individual capabilities, but also aligns our workforce with current and future market demands.
While younger generations have an aptitude for change, research suggests they seek career stability. With loyalty becoming as important to them as mobility, organizations must focus on customizing all aspects of the employee experience to engage workers from their first day onwards, so they can grow with their employer throughout every stage of their career.
As workforces become increasingly multigenerational, how should employers rework their talent playbooks to build and maintain engagement with employees from Day 1 to retirement?
It’s important to recognize that there’s no one-size-fits-all when building a career. Instead, it’s about allowing people to feel empowered to focus on what’s most valuable to them and giving them the tools to confidently shape their own career path. For some, that means continuously learning to develop new skills and taking on new opportunities. For others, it’s about prioritizing well-being and thriving personally.
Additionally, in a multigenerational workplace it’s vital to build a culture of seamless collaboration where everyone’s perspectives are valued. While our younger generations may be resilient to change and adept at working with new technology, there’s valuable mentorship and learning that comes from our older generations, particularly around managing relationships and building connections.
A strong culture is key to harnessing the unique strengths that everyone brings, regardless of the stages of their careers.
How can employers use AI to customize the employee experience as they look to engage with employees across all stages of their careers?
AI is already helping us enhance the candidate recruitment experience. We receive approximately five million applicants a year at EY and by leveraging AI, we can enhance the transparency around our hiring process, limit bias, uncover non-traditional talent and create a better, more personalized experience for everyone.
For example, through our EY Candidate Assistant, when candidates upload their CV and interests, they are presented with a list of open roles that are a potential fit for them. AI can recommend a job they may never have thought of—or heard of—as candidates explore flexible career options that align directly with their unique skills and ambitions.
The more we remove administrative tasks from recruiters, the more their role shifts to becoming guides and strategists in helping people map out their futures and take their careers where they want them to go.
