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EY Expert Reveals 3 Key Gaps Holding Gen Z Back

EY Expert Reveals 3 Key Gaps Holding Gen Z Back

Based on a study of more than 22,000 people in 22 countries, the new EY Global Generations Report 2025 provides important insights into the changing goals and expectations of Gen Z (those born between 1997-2007) in the workplace. A non-traditional career path is emerging for high-growth companies in a difficult labor market where employers and students are doubting the worth of a college degree. A new understanding of the genuine preferences of the youngest generation of workers is helping to bring a roadmap for the future of work to life for Gen Z job seekers and company executives. These three crucial components are where the discussion starts for businesses looking to increase employee engagement and retention, especially when working with Gen Z.

Marcie Merriman, Global People Advisory Services Leader at EY, says so. She discussed what businesses are lacking in terms of Gen Z in an exclusive conversation with Forbes, as well as how the youngest generation can still find methods to achieve their professional aspirations. She mentions the EY survey For today’s forward-thinking leaders, embracing Gen Z values is no longer optional it’s essential to attracting and retaining top talent. Less than two thirds of respondents want to “get rich,” even though nearly nine out of ten place a high priority on financial security. Indeed, there are many ways to assess wealth, including things that money cannot purchase. For today’s forward-thinking executives, taking Gen Z ideals into consideration during the hiring process is essential.

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Gen Z Is Rewriting the Rules of Work

According to Merriman, “Gen Z measures success by their physical and mental health, the impact they make, and the freedom to be authentic.” They are lured to companies that sincerely care about their general well-being and give their daily tasks a purpose. Organizations must reconsider career advancement and incentive schemes in order to stay up, giving more weight to long-term growth, skill development, and leadership. Focus should be placed on personal growth, challenge, and contribution. In the era of artificial intelligence, creating work settings where individuals feel truly appreciated, challenged, and fulfilled beyond their salaries isn’t simple, but challenging doesn’t mean impossible. Employers must have these three essential components in order to draw in and keep the best and brightest talent:

Linking Purpose and Transparency

Gen Z expects open communication and is curious about how things operate because they grew up in a digitally connected society. “Gen Z has a deeply ingrained desire for transparency, whether it’s about company purpose, motivations, or fair and equal pay,” Merriman asserts. Companies with leaders that are transparent about decisions, difficulties, and even pay plans are preparing for the workplace of the future. According to Merriman, “our research shows that 71% of Gen Z workers trust their supervisor a lot, or completely.” Merriman emphasizes that the divide in trust between employers and employees is not as obvious as many people think. According to EY, 84% of survey participants think it’s crucial to remain true to who you are. Are leaders making “feel good” promises that end in disappointment, or are they tying transparency and purpose together during the interview process? “Connecting purpose and transparency” means backing words with action. Employing polished message is insufficient when it comes to hiring; companies need to make their vision, beliefs, and ambitions apparent. Businesses establish trust and foster a recruiting process that is meaningful and compatible for all stakeholders by being transparent and genuine.

Beyond the Stats: Gen Z Is Changing the Definition of Success

EY claims that Gen Z views success holistically, placing equal importance on personal growth, well-being, and purpose as they do on traditional performance metrics. Therefore, increasing engagement and retention requires offering chances for personal development, such as exploring one’s values, purpose, and well-being.
Progressive organizations cannot afford to concentrate only on professional development and pay. “Giving new employees responsibility, giving them challenges, pushing them” is Merriman’s definition of “feeling good” at work, based on her vast consulting experience. People from Generation Z frequently tell me that they want to be challenged and improve. The secret to success for leaders may lie in comprehending and embracing such drivers. According to her, Gen Z workers become your own army of recruiters when their employers offer them challenges and opportunities for progress. Because the best approach to draw in top talent may be to share achievement.
Clear Conversations About Compensation Build Trust: Speaking to the Millennials and Gen Xers during the interviewing process, Merriman says, “There were things that our parents kept from us growing up, especially around money.” Gen Z, who favor complete disclosure, does not have such viewpoint. Older generations don’t always see the expectations surrounding financial concerns. Specifically, that discussing topics like salary is acceptable (and required). Transparency is king, not because money is king. Merriman asserts, “Employers must acknowledge that increased wage transparency is a part of the future.” Building Intergenerational Relationships is frequently a communication problem; our success depends on what and how we are willing to talk about. In fact, teamwork suffers and winning becomes more challenging when we decide to hide the truth about money, objectives, or expectations. What is that open dialogue you must have at work, and what needs to change to initiate the conversation?

Gen Z Is Flipping the Script on Hiring

Merriman suggests this crucial mentality change for Gen Z job searchers to succeed in their careers: switch from a supported to a supportive perspective at work. According to her, in order to truly focus on what counts, we must let go of assumptions about how the world should operate. Merriman claims that Gen Z has grown up in a world that was created with their needs in mind. The idea that the world is meant to come to you, support you, and protect you is out of date, according to parents who worked hard to prevent every crisis (even COVID, but it nevertheless affected us all). “I’m supposed to be taught, I’m supposed to be educated,” is the thinking. Therefore, this universe exists for my benefit whether I’m in middle school, high school, or college,” she says. Realizing that their employer is not there to serve them is the difficult part. She advises, “Enter the interview with the attitude that you are here to support that employer.” “You can determine whether this is a place that aligns with your values what a Gen Z employee is looking for by asking questions about the employer’s needs, wants, and working methods.”

According to Merriman, the interview process is rife with individuals vying for positions rather than establishing themselves via genuine and transparent communication. And all sides of the desk (or screen, depending on the situation) must contribute to that clarity. Both recruiting managers and new hires are becoming frustrated and disillusioned with the interview process’s layout. Merriman claims that Gen Z is not receiving what they had anticipated. Perhaps they believe that they can alter and repair it. Because they sold something else, the employer isn’t getting what they wanted. They frequently offer a different value proposition than what they actually provide. Another prerequisite for that paradigm shift in honesty is to ask yourself, “Why are you there, and does that align with your personal goals?” She clarifies.

The Gen Z Formula: Be Real, Be Welcomed, Be Ready

Acceptance is crucial for both Gen Z employees and companies. The finest businesses are able to navigate the future of work by knowing what is expected, necessary, and demanded. Both parties benefit from this acceptance when new hires recognize the value of working for and supporting an employer rather than using a variety of “interview tricks and techniques” to land the job. The recruiting procedure will not provide results that are in line with either party’s expectations if you are portraying an interview persona rather than being an authentic person. For both employers and workers at all levels, authenticity is essential. Effective communication requires the ability to accept who you are (as a company or as an employee) and communicate those put and takes with boldness, acceptance, and openness. And for today’s Gen Z workforce, adaptation starts with a better grasp of what employers actually require.

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Written by Huma Siraj

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