Preparing Gen Z Talent for Remote Staffing

I've spent years in the finance trenches, and I can't emphasize enough how pressing this question is for our industry's future. Let's dive in. Traditional learning and development programs won't cut it for Gen Z. We should offer access to a constant stream of bite-sized, impactful learning modules that can be integrated into daily workflows. Gen Z grew up with smartphones in hand, so let's do away with archaic systems. Imagine embedding gamification into stock analysis or forecasting tools to make the learning curve less steep and a lot more fun. To say Gen Z is concerned about ethical implications is an understatement. My recommendation? Open up channels where new hires can actively contribute to ESG initiatives from day one. Make ethics part of the everyday conversation. Having had the pleasure (or pain!) of working from multiple continents, I know remote work is more than a pandemic-era stopgap. Our firms should be as boundaryless as the markets we operate in, allowing young talent to explore the world as they explore their careers. Please look for hidden talents that aren't immediately apparent from a resume. For instance, someone whiz at Python could revolutionize how you process data—even if their degree isn't strictly 'financial.' In my experience, offering sandbox environments where younger employees can experiment with zero risk can be a game-changer. This isn't just good for innovation; it's great for morale. Professional development should be relational, not transactional. Forget networking. Focus on community building within your organization. The finance industry has never been a one-size-fits-all kind of field. If we aim to lure the crème de la crème of Gen Z talent, we need to think beyond the paycheck and offer a holistic package as dynamic, diverse, and future-ready as they are. #GenZ #Finance #FutureOfWork #Ethics #RemoteWork #LifelongLearning

Early-career workers in remote roles pay a price. It’s a visibility problem, not a talent one. Many young professionals want remote work, but remote roles come with hidden challenges. Yet, too few are taught how to navigate them. A client recently learned that she hadn't made the list to be considered for a promotion. When she asked why, she was told, "The team needs someone local, who can work hybrid. We didn't think you'd consider a move." She would have been excited to move. I’m seeing the same patterns across the young remote workers I coach: ❌ Minimal support ➙ No quick questions, no informal coaching ❌ Less grace for mistakes ➙ It's assumed "remote" is the problem ❌ Delayed information ➙ Blindsided by decisions made in closed rooms ❌ Career stagnation ➙ No clear path to advancement The good news? You can address these challenges with smart, intentional strategies. I led a team of remote 20-somethings years before remote work was mainstream. They went on to build amazing careers. Here are 6 strategies I shared with them that still hold true today: 1️⃣ Make Informal Connections ➙ Reach out with “check-ins” that aren’t tied to a task ➙ Join optional chats, virtual coffees & interest groups ➙ Share wins & insights to stay top of mind 2️⃣ Identify "Go-to" People ➙ Map who owns knowledge and decisions across teams ➙ Build rapport with 1–2 people in your key work functions ➙ Notice who others consult when problems arise 3️⃣ Find a Mentor ➙ Look for someone whose path/role you aspire to ➙ Ask for a recurring 20-30 minute chat every 6-8 weeks ➙ Share your goals so they can advocate for you 4️⃣ Learn Where You Sit ➙ Understand your team’s goals, priorities, and stressors ➙ Identify adjacent teams you impact (or depend on) ➙ Watch how decisions move through your organization 5️⃣ Ask for Timely Feedback ➙ Solicit what you should keep doing and what to stop ➙ Get expectations on your work to avoid surprises ➙ Share wins/misses monthly to show growth & initiative 6️⃣ Build Political Savvy ➙ Learn formal and informal power structures ➙ Ask questions to understand decision-making ➙ Volunteer for cross-functional opportunities Bottom line: If you are remote and want to get ahead: ✅Make yourself and your work visible ✅Build meaningful relationships and advocates ✅Be sure your commitment and goals are clear 🎉You've got this and I've got you!🎉 🔖 Save this so you'll have it when you need it ♻️ Share to help people navigating remote work early in their career 🔔 Follow Sarah Baker Andrus for more career strategies

I run an agency where most of my team is under 25 & i've made every possible mistake managing them... here's what 3+ years of trial and error taught me about getting the best out of "GenZ" 1.⁠ ⁠tell them why, before you tell them what the fastest way to lose a GenZ employee's interest is giving them a task with zero context. they don't need hand-holding, they just need the full picture. → "make this carousel" gets you average work.  → "this carousel is going to a founder who just raised 50cr and needs to announce it to 200k people" gets you their best work. 2.⁠ ⁠give feedback like you'd want to receive it be as specific and direct as possible and give them something they can actually act on → "this isn't good enough" doesn't work with anyone, especially them  → "the hook is weak because it doesn't create urgency. here's what i'd change and why." try saying this instead 3.⁠ ⁠don't dangle promotions. show them the exact path. the more specific your growth path, the longer they stay. → "you'll grow here" means nothing to them. they've heard it everywhere.  → what works is "in 6 months, if you hit X and Y, you move to this role with this salary." 4.⁠ ⁠stop micromanaging their hours, measure outputs instead i used to track when people logged in which was absoluetly pointless. some of my best performers do their best work between 10pm and 2am & that used to bother me. but it doesn’t matter anymore  → care about one thing, did the work get done, and was it good? 5.⁠ ⁠have honest conversations about their future, even if it's not with you. i ask most of my team member, "where do you see yourself after this role?" some say they want to start their own thing. and that's fine.  i'd rather have someone give me their best 18 months than their mediocre 5 years. → the moment you make it safe for them to be honest, they give you way more while they're here. 6. use lowercase to appeal to them lol GenZ isn't a problem to manage. they're like a mirror which reflects every gap in your leadership back at you. no point trying to fix the generation. fix the gaps and they'll build things you didn't think were possible.

Gen Z is reshaping the workplace with their tech-savvy mindset, demand for purpose-driven work, and expectation of real-time collaboration. To lead them effectively, here’s what you need to know: 🔹 Meet Them Where They Are – Digitally AI-powered collaboration tools (like Slack, Notion, and Microsoft Teams) make teamwork seamless and intuitive. Gen Z thrives in digital spaces—embrace them. 🔹 Feedback, But Make It Fast Annual reviews? Too slow. AI-driven performance insights help provide the real-time feedback Gen Z craves for growth and improvement. 🔹 Flexibility Isn’t a Perk—It’s a Must Hybrid work, async communication, and AI-assisted workflows ensure productivity without sacrificing autonomy. Gen Z values work-life integration, not just balance. 🔹 Diversity, Inclusion & AI-Driven Culture Gen Z expects workplaces to walk the talk. AI can help remove biases in hiring and create more inclusive team dynamics. Use it wisely. 🔹 Lifelong Learning, Powered by AI Gen Z wants career development, not just jobs. AI-driven learning platforms personalize growth opportunities to keep them engaged and evolving. 💡 Bottom Line: If you want to attract, retain, and empower Gen Z, lean into AI, embrace their need for flexibility, and create a culture of transparency and continuous learning. Are you adapting your leadership style for Gen Z? How? Let’s discuss ⬇️ #Leadership #GenZWorkforce #MakeAIHuman #FutureOfWork

Hiring Gen Z isn’t the challenge. Keeping them engaged is. Gen Z isn’t “quiet quitting”—they’re loudly leaving. Hard truth: They’ll ghost your offer, quit over culture, and choose flexibility over a fancy title. And honestly? They’re not wrong. The question isn’t how to hire them—it’s how to keep them motivated, seen, and sticking around. Here’s what actually works: - Clear growth paths: They don’t want vague promises of “opportunity”—they want to see the steps, the mentorship, and the milestones. Lay out what success looks like early, and revisit it often. - Frequent feedback: Annual reviews won’t cut it. This generation thrives on real-time input and open dialogue. Create a culture where feedback is normalized, not feared. -Modern tools: Give them clunky systems and they’ll assume your culture’s just as outdated. Invest in platforms that are intuitive, collaborative, and mobile-friendly—yes, Slack > email. -Flexible work: Hybrid, async, remote—they want flexibility and trust. Define expectations, but allow autonomy. It’s not about hours logged—it’s about impact. -Authenticity: They’re allergic to corporate fluff. If your values aren’t reflected in how you hire, promote, and lead—Gen Z will notice. And they’ll walk. In sum, retention > recruitment. If you want to keep Gen Z, build a workplace they’re excited to be part of every day. #GenZWorkforce #EmployeeRetention #HRStrategy #FutureOfWork #PeopleOps #TalentRetention #HRRealTalk #WorkCulture

74% of managers say Gen Z is the hardest generation to work with. I manage Gen Z. I am Gen Z. Here's my perspective 👇 I'm Gen Z. I manage Gen Z. And I see exactly what the reports describe. Gen Z changes jobs more frequently than previous generations. In our company? We have people who've stayed 3–5 years. Why? I don't fight who Gen Z is. I started building a company around who they are. According to data (Deloitte 2025, 23,482 respondents): → 89% of Gen Z want a job with purpose, not just a paycheck → 48% don't feel financially secure (up from 30% the year before) → More than half live paycheck to paycheck This isn't a lazy generation. It's a generation that grew up through crises. Recession, pandemic, war, inflation. Their whole adult lives have been defined by uncertainty. They've also seen their parents work themselves to exhaustion for little reward. Of course they want flexibility and financial safety. 💡 The biggest mistake companies make? They assume Gen Z doesn't want to work hard. Gen Z does want to work hard, but on their own terms. 59% believe AI skills are important for career advancement. But 86% say soft skills like communication, leadership, and empathy are even more critical. Gen Z isn't running away from work. They're running away from places where they can't grow. → What works in my company? Autonomy with accountability. Everyone knows what's expected of them, but has freedom in how to deliver it. We don't count hours. We count results. Financial and decision-making transparency. Everyone has access to all documents. Everyone sees where we stand. That builds trust. Flexibility as the default. Remote, asynchronous, at the hours that work for you. The purpose of work is clear. Everyone knows why we do what we do. ESOP for everyone. Everyone owns shares. You're not an employee, you're a co-owner. → The hardest part about managing Gen Z? They expect honesty. You can't lie to them with slogans like "we're a family" while paying minimum wage. Gen Z has the internet. They'll check your before sending a CV. You can't preach values and not live by them. They'll spot it in a minute and leave. Why do companies "have a problem" with Gen Z? Because Gen Z has a problem with companies that: – Pay less than it costs to live – Demand mentorship but give managers no time to mentor (managers spend only 13% of their time developing people) – Say one thing and do another Reports say "Gen Z is difficult." I see "Gen Z doesn't tolerate nonsense." 💭 My perspective as a Gen Z founder: They're a great generation for any organization that wants to grow. Fast, curious, honest, unafraid to speak their mind. But stop trying to fit them into 1990s systems. They won't stay 40 years in one corporation. They won't pretend work is their life. And that's okay. If your company "has a problem with Gen Z" maybe the problem isn't Gen Z. — Follow me (Wiktoria Wójcik) for more on Gen Z, gaming & product — from someone living it.