By Rachita Sharma, CEO & Co-Founder, Girl Power Talk
Picture a group of colleagues around a conference table—embodying a mix of races and genders. What ages do you imagine them to be? A typical response might be 30 to 50 years old. But who might be missing?
Enter Generation Z: individuals born between approximately 1997 and 2012 (also known as GenZ). Young leaders constitute an often overlooked demographic—one worth focusing on instead. Although seasoned job candidates might catch your eye first, take a look at the under-25s, too. This age group includes high school interns, post–high school workers, university students, and new degree holders. Their presence and input can add a valuable measure of diversity in perspective to your organization. Practical knowledge and skills can also help it flourish.
Of course, diversity means little without inclusion–the practices you put in place to support diverse team members in ways that keep them engaged and productive. Without the inclusion factor, these individuals might seek positions elsewhere.
This kind of support is not one-size-fits-all. For example, unlike older workers, Gen Zers prefer frequent, informal feedback rather than a six-month or annual review. And they expect ongoing opportunities for learning, development, and mentorship. Even young interns seek meaningful experiences and a chance to make a difference. They do not just fetch coffee and make photocopies.
Generation Z is aware of its skills deficits. In particular, Gen Zers realize they might lack some soft skills, such as face-to-face communication, business writing, and focus. This could stem from lacking work experience. Furthermore, having grown up in a cyber-connected world has resulted in minimal in-person interaction and typically brief written exchanges. Such reasons cannot be undermined.
Proper care and guidance can counteract these deficits while positioning young people to succeed both immediately and with evolving careers. Leaders can more purposefully focus on sharing experiences. They can allow more junior professionals to try out new skills and capabilities they are developing. A Deloitte Insights report throws light on the mindset of Gen Z in the workspace through research. The report states that it is not like “Gen Z wants it all, but they want to be seen for who they authentically are. They want to be heard, supported, and given the space and opportunity to thrive. All this while they develop their personal and professional selves.”
When you model this behavior for your team, seasoned members can see how to bridge gaps and abandon stereotypes. Soon, the inclusive culture you envision will begin to take shape, where teenage interns, university students, and other young adults feel empowered to contribute, and workers on the older end of the spectrum become more receptive to their more youthful colleagues’ new ideas and perspectives. Also, under-25s might even learn more easily from their older counterparts when a free exchange has been established between them.
The Gen Z ROI
Recruiting a young leader who is new to your industry or the workforce is an investment. It holds the potential to deliver returns in both the short and long term. Think of high-potential young people as your raw materials—individuals with diverse viewpoints your team might lack and traits such as the capacity to quickly learn, grow, and assume responsibilities. Offering meaningful work experiences during the summer, school-term internships, or even one-to-two-week externships can allow your company to cross off some to-do’s while making a real difference for a young leader.
With your company’s support and guidance, these team members can become some of your most valued assets. Young Gen Z leaders tend to be:
- Digital natives who have never known life without the internet, social media, or mobile systems.
- Fast learners who see the steady acquisition of new skills as a natural part of life, not just part of a job.
- Students of contemporary culture—constantly exposed to what’s new and what’s next.
- Natural collaborators who have engaged with others through multiple channels since childhood (a valuable trait in this era, given the unprecedented degree of remote and hybrid work).
- Socially conscious citizens who are active in reform movements. (In India, for example, 46% of Gen Zers surveyed said they have donated to charities that work to improve opportunities for members of lower-income groups, and 38% have voted for and/or supported politicians who have actively spoken out on or will introduce policies that address the issue of income inequality.)
Beyond fostering diversity, empowering young leaders can yield significant business benefits. According to NextBillion, organizations that prioritize empowerment often see enhanced innovation and profitability. Girl Power Talk exemplifies this principle by creating equitable opportunities for young talent, particularly women and marginalized groups. This reflects mentorship and inclusion in the organization, demonstrating how aligning empowerment with business goals can drive sustained growth and innovation
Today’s Entry-Level Expectations
Times have changed with respect to entry-level job requirements. In many fields, four-year degrees have become less important than knowledge. Companies are reevaluating the typical demand for a college degree, embracing what IBM CEO Ginni Rometty calls “new collar jobs.” These jobs require technical and soft skills that applicants can develop without a diploma–sometimes even while still in high school. Instead, according to a survey, “New-collar workers are trained through technical colleges, vocational schools, certification programs or even on-the-job instruction.”
Take care that young leaders who arrive at your firm with a broad skill set stay engaged. “Organizations can redesign entry-level jobs in a way that can both attract and engage Gen Z. All the while it could ensure that an entry-level job continues to serve as the necessary training ground for incoming professionals,” states Deloitte Insights. “This will be essential for organizations seeking to generate a pipeline of future talent to help meet the organization’s evolving needs.”
Organizations like Girl Power Talk are redefining entry-level roles to better align with the expectations of Gen Z. By fostering a culture of mentorship and hands-on learning, Girl Power Talk empowers young professionals, helping them develop both technical and leadership skills. As reported by CIO.com, the company encourages its young team members to tackle real-world challenges, providing immense opportunities to innovate and grow. This approach ensures that Gen Z employees remain engaged, contributing meaningfully to the organization’s success while refining their expertise
H2 How to Attract Generation Z
The good news is that Gen Zers are everywhere! On university campuses, participating in online programs and communities, and still in high school. Young leaders in all these environments are eager for opportunities to learn, grow, and contribute to enterprises like yours. To recruit Gen Z, think beyond the typical job listing sites. Reach out to area universities and local high schools. Promote your interest in “new collar” talent to relevant LinkedIn, Facebook, and professional organizations.
When hiring younger employees and interns, don’t discard someone’s resumé simply because their Work Experience section is sparse. These candidates might be short on job titles but long on skills such as managing a volunteer organization, sports team, or fund drive helps develop valuable skills. These skills can in turn be applied when the young person enters the workforce. This is true even of teens who are still in high school. During your interviews, feel free to ask the same questions you would of older candidates. Encourage applicants to draw from non-work experiences.
What attracts Gen Z? When describing your workplace culture, remember that Gen Z’s young leaders value opportunities for growth. A Robert Half survey shows they seek employers who offer professional training and career advancement. For example, how often a successful internship leads to full-time employment would be an important consideration. They also desire a manager they can learn from. On a more personal level, this age group is more health conscious than other generations. Expect them to bring up work-life balance or ask whether you offer perks such as fitness memberships.
A critical factor in this equation is authenticity. Diversity succeeds only with inclusion, and inclusion means seeing, acknowledging, and, when possible, accommodating others’ needs and desires. Over time, employees from all generations can develop a deeper understanding of one another. They may even gain new habits or interests by experiencing different interactions, concepts, and events inspired by a single subgroup.
A Generation Ready for Action
Gen Z’s digital natives are built for speed, having grown up in an era of rapid change. “They want to hit the ground running and add value right away, and they want to invent new things,” says Bruce Tulgan. As CEO of RainmakerThinking, he is an expert on young workers who is quoted in the aforementioned Robert Half survey. “They want to make existing things smarter, faster, and better. They want to do things better, identify problems nobody else has seen, and solve problems that nobody else has solved.”
Be prepared. The young leaders of Generation Z are heading your way—2.4 billion of them worldwide. Welcome them to the workforce, make sure they feel valued and included, and watch your organization thrive.
Our Commitment to the Young Leaders of Generation Z and Beyond
At Girl Power Talk, we advocate for young women leaders. We act on our commitment by providing meaningful work opportunities within our organization. In fact, we refer to all our team members by the same title: Young Leader. This is a unique feature of our culture. Here, peer relationships are cultivated across diverse backgrounds, creating true teamwork and connection. Investing in the development of young women is a hallmark of the Girl Power Talk mission. A crucial element of that mission is promoting diversity in age as well as other factors.
Girl Power Talk’s dedication to fostering young leaders is exemplified through the leadership of its CEO, Rachita Sharma. In 2024, Rachita received the prestigious Heart and Hope Award from the National Alliance for Partnerships in Equity. It was in recognition of her constant effort to advance educational equity and creating inclusive opportunities. Her leadership showcases the impact of intentional, equity-focused leadership on a global scale. By prioritizing diversity, Girl Power Talk serves as a model for organizations striving to align empowerment with measurable progress.
