Why Companies Should NOT Hire Gen Zs.......

Unless They Have a Proper Early Career Strategy

At least 90% of companies that I speak and consult with do not have a comprehensive strategy and approach when integrating Gen Zs into their workforce. This article is a harsh and honest wake up call for organizations to change their strategy and approach for creating the next generation of their corporate workforce. And the hard truth is that companies should not hire Gen Zs unless they have a robust early career strategy in place. Thus, I want to have this conversation right now and address the true realities of what is happening in the early career space.

The current reality is that most organizations are failing at attracting, hiring, and retaining Gen Z talent. Companies throw flashy recruiting events, offer trendy internships, and think that’s enough. But beyond that initial bait, it is all fluff. Onboarding processes are outdated, training programs are half-baked, and career progression plans are practically non-existent. front line managers lack the critical skills and support from leadership to effectively manage Gen Zs and multi-generational teams Hiring and training early career professionals requires organizations to think at least three to five years out, yet many can’t see past the next fiscal quarter. This is the reality that most companies recognize and are unwilling to shift their mindset—without a comprehensive, long-term strategy, you’re setting both your company and Gen Z hires up for failure.

Gen Z employees are notorious for their willingness to change jobs when dissatisfied. Studies show that 60% of Gen Z workers have already switched jobs at least once, and a significant portion is always on the lookout for better opportunities. This high turnover rate is often driven by dissatisfaction with company culture, inadequate training, lack of career progression, and poor management (Qureos | Get Matched to Jobs 10x Faster) (Great Place To Work?) (The Predictive Index) (College Recruiter).

Here’s why:

1. Aligning with Corporate Growth Strategy

Gen Zs are driven, innovative, and tech-savvy, but their potential can only be fully realized if their career path aligns with the company's long-term growth strategy. Organizations need to challenge themselves to think strategically and deeply about the percentage of early career talent required to fuel their growth. This isn't just about committing to a certain percentage of new hires from the early career pool—it's about understanding and planning for the long-term impact these young professionals will have on the company's trajectory. Companies must integrate early career programs into their overall growth strategy, ensuring that every Gen Z hire is not just filling a position but contributing to the future direction and success of the organization (Qureos | Get Matched to Jobs 10x Faster) (Great Place To Work?).

2. Providing a Comprehensive Seven-Year Career Track

The days of ad-hoc training and random promotions are over. Gen Z expects a clear, structured career path. A comprehensive seven-year career track is not just a nice-to-have; it’s a necessity. This track ensures that young professionals can see a future within the company, motivating them to stay and grow with the organization.

It's crucial to have dedicated career progression, promotion, and compensation plans for at least the first three years. These plans provide clear milestones and rewards, helping to keep young professionals engaged and motivated during the critical early stages of their careers (PushFar).

3. Starting with Internships

Internships should begin no later than the sophomore year of college, giving students an early taste of the company culture and work environment. The goal should be to convert at least 80% of these interns into full-time roles, creating a pipeline of well-prepared, committed employees who are already familiar with the company's operations and values.

Integrating the internship experience with the onboarding and training experience once hired into full-time roles is crucial. This integration ensures a seamless transition, allowing former interns to build on their existing knowledge and relationships within the company. It fosters continuity and accelerates their adaptation to full-time responsibilities, enhancing overall productivity and engagement (Great Place To Work?) (College Recruiter).

4. Seamless Recruiting Action

Following internships, the recruiting phase must be rigorous and targeted, ensuring the right fit for both parties. This seamless transition from intern to full-time employee is crucial for maintaining engagement and continuity. It involves identifying the best candidates from the internship pool and providing them with clear pathways to full-time roles (The Predictive Index).

5. Comprehensive Onboarding and Training for the First 1-2 Years

Once onboard, comprehensive onboarding and training programs are essential. These programs should be designed to develop both technical and soft skills, preparing young professionals for the challenges ahead. The first 1-2 years are critical for building a strong foundation, instilling the company’s values, and equipping new hires with the tools they need to succeed.

In addition to standard training, comprehensive mentoring programs are crucial. Pairing new hires with experienced mentors can significantly enhance their development, providing guidance, support, and valuable insights into navigating their careers. Mentorship helps bridge the gap between theoretical knowledge and practical application, fostering a deeper connection to the company and its culture (PushFar) (The Predictive Index) (College Recruiter).

6. Advanced Career Progression and Promotion

Continuous career progression and promotion pathways must be established, leading to senior roles. This progression should include opportunities for both individual contributors and people managers. The ultimate goal is to develop Gen Z employees into senior leaders who drive the company forward, ensuring continuity and stability while bringing fresh perspectives and innovative ideas to the leadership table (The Predictive Index).

7. Front Line Manager Training, Preparedness, and Support

Front line managers play a pivotal role in the success of early career professionals. Without proper training and support, these managers can become a weak link in the development chain. Companies must invest in training front line managers to be effective leaders, mentors, and coaches. Preparedness and continuous support for these managers are essential to create an environment where Gen Z employees can thrive. This includes training on how to provide constructive feedback, foster professional growth, and manage diverse teams effectively (College Recruiter).

The Call to Action:

Companies must wake up to the reality that hiring Gen Z without a strategic plan is a recipe for disaster. It leads to high turnover, disengagement, and a waste of both time and resources. The current approach of luring talent with flashy recruiting events, poorly organized internships, disjointed and minimal onboarding and training and non-existent career progression roadmaps is simply not enough. Organizations need to invest in creating a comprehensive early career strategy that aligns with their growth goals and provides a clear, structured career path for young professionals.

If your company is serious about future-proofing its workforce and staying competitive in the market, it’s time to act. Develop an early career strategy that attracts, retains, and develops Gen Z talent. Only then can you harness the full potential of this dynamic generation and ensure a prosperous future for your organization.

Are you ready to stop failing and start building the next generation of leaders? The time to start is now.

Wally Bruner, founder of Early Career Partners, is a recognized leader and pioneer in the early career arena, having designed, launched, and led award-winning onboarding and training programs for front-line sellers and solutions engineers at Salesforce, Amazon Web Services, and Oracle. Additionally, Wally co-leads the Cross Academy Association for Early Career Programs, a global professional association that develops best practices and frameworks for early career practitioners and organizations. Wally's mission is to cultivate nascent talent and create a synergistic force that propels the early career field to new heights.