Gen Z isn’t just joining the workforce, they’re reshaping it. As the first digital-native generation to enter the workforce in large numbers, Gen Z is bringing new expectations and challenging long-standing workplace norms. Their arrival has prompted employers to rethink how they recruit, train, and retain early-career talent. 

While often described as ambitious and purpose-driven, Gen Z workers also face professional gaps due to pandemic-era disruptions and a rapidly evolving job market. At From Day One’s Chicago conference, a panel of leaders shared how they meet Gen Z’s evolving needs. John Pletz, senior reporter at Crain’s Chicago Business moderated the discussion titled, “Gen Z on the Rise: Responding to the Needs of Emerging Talent.”

For Gen Z employees, hard work matters, but outcomes still count. That’s the message from leadership consultant Jahnavi Brenner, CEO and founder of Vivid Leader. She referenced a talk by organizational psychologist Adam Grant, where a Gen Z student described working hard on a paper but only receiving a C. Grant responded by explaining that both effort and results matter—you are rewarded not just for trying, but for what you achieve.

“It’s not just the effort, it’s also the outcome, and giving recognition for both. [That] can help bridge that divide,” she said. Most Gen Z workers understand that results matter but benefit from more communication that connects their work to the company’s broader goals, she says. 

She also emphasized the importance of skill-building, particularly around business acumen and communication. “We have to close the gap on the skills they need,” she said. Mentorship, peer learning, and structured feedback, rather than just promotions, can go a long way. “It doesn’t have to be so expensive,” she said. 

Promotions are still valued, but they’re not the only way to make employees feel appreciated, especially for Gen Z. “At the end of the day, we’re all human beings,” said Shelly Cluff, senior consultant at Workhuman. “We need to be told, ‘I see you. I appreciate you.’”

Cluff noted a shift in expectations. “Gen Z really [wants] to be promoted and move super fast,” she said. “That’s not always available, so we have to be more creative.” Spot bonuses, peer recognition, or even a thoughtful thank you’s can help meet that need.

She encourages leaders to “democratize recognition,” making it available at every level. “It gives people more opportunities to be recognized without having to receive that promotion.” Recognition, she says, also supports long-term growth. “Even if you’re not at that promotional step, you understand the repeatable behaviors that get you there.”

Competency-Based Development for All

At ACCO Brands, growth isn’t defined by generation, says John Hine VP of global talent and organization effectiveness. The company’s development model is based on skill needs, not age. “We’re not putting kids at the kids’ table. We’re including everybody,” he said. 

Rather than separate tracks for Gen Z, ACCO combines employees with similar learning needs. “Just because I am an awkward engineer that happens to be a Boomer doesn’t mean that I don’t need that skill,” Hine said. This blended approach fosters learning and supports limited resources. “Those dollars are very sweet,” he said. 

Honest conversations also matter. “The real target is being honest, so they know what the realities are,” Hine said. And even if people leave, “Don’t forget about us. We’d love to have you back.”

Gen Z Brings Speed, But Needs Skill Building

Nikki Slowinski, EVP of talent experience and development at Publicis, sees promise and pressure. “They’ve learned how to get things really fast, which is great,” she said. “They’ve learned how to work smarter, not harder.” But Gen Z still needs help building foundational skills.

To meet this need, Publicis launched Ignite, a two-and-a-half-day kickoff program for early-career hires, focused on communication, time management, and business acumen. “We used to wait, but that’s when Ignite came to fruition,” she said. “The goal is to get them to greater impact quicker.”

Retention remains a challenge. But building understanding early helps, she says. “They need the recognition, but they also need to understand that promotions don’t just come because we work hard.”

Make Purpose Visible to Attract Gen Z

Bala Swaminathan, global head of talent management and leadership at PPG, knows his company, which is focused on paints, coatings, and sealants, competes with flashier brands. So, to engage Gen Z, he focuses on purpose. “It’s not like you sit there with a bucket and stir paint,” he said. “We paint all the F-15 and F-35 jets, so there’s a lot of fun stuff that happens.”

PPG’s 12-week internship program, “Primers,” offers exposure to different departments, from R&D to sales, and builds transferable skills. “Even if they never come back, they develop skills useful to society as they move on,” he said. 

Recognition matters, too. But not just promotions. “Recognition could be a title, a job, an experience, or money,” he said. And investing in development shouldn’t be seen as a cost. “If you view this as a cost, it’s easy to cut. If you view this as an investment, then you already predict some level of return.”

Finally, he encouraged thoughtful navigation of today’s cultural dynamics. “It’s a balancing game,” Bala said. “We don’t want to go down a path of permanence that comes back to bite us later.”

The panelists agreed: organizations need to be intentional. But that doesn’t mean catering to every preference or creating generational silos. Many of the best strategies, like competency-based learning and cross-generational mentorship, benefit everyone. As the workplace evolves, those who lead with empathy, transparency, and purpose will be best positioned to attract and retain the next generation of talent.

Carrie Snider is a Phoenix-based journalist and marketing copywriter.

(Photos by Tim Hiatt for From Day One)