As we dive into the evolving landscape of workplace culture, I’m thrilled to sit down with Ling-Yi Tsai, an HRTech expert with decades of experience in driving organizational change through technology. With a deep focus on HR analytics and talent management, Ling-Yi has a unique perspective on how to engage and retain Gen Z in today’s dynamic professional environments. Our conversation explores the distinct priorities of this generation, the importance of purpose and visibility, and innovative strategies for fostering ownership and growth. Join us as we uncover actionable insights for building workplaces that resonate with the newest wave of talent.
How do you see Gen Z’s approach to choosing a job differing from the mindset of previous generations?
Gen Z really stands out in how they prioritize meaning over traditional markers of success. Unlike older generations who often focused on salary or climbing the corporate ladder, many in Gen Z are drawn to roles where they can make a tangible impact. They’re asking, “Does this job align with my values?” or “Can I grow here in a way that matters to me?” I’ve seen this firsthand in organizations where younger employees choose companies with strong social missions over higher-paying offers elsewhere. Personal growth often trumps stability for them, which is a shift from the security-first mindset of, say, Baby Boomers or even Millennials.
What does the concept of intellectual ownership mean to you in a workplace context, especially for Gen Z?
Intellectual ownership is about giving employees the freedom to shape their work and feel like their ideas are valued. For Gen Z, this isn’t just a nice-to-have; it’s a core expectation. It means letting them take the lead on things like creating processes, designing training materials, or even innovating workflows. When they have that control, it builds a sense of pride and accountability. I’ve noticed that when younger workers are given this kind of autonomy, their motivation skyrockets because they’re not just following orders—they’re building something that feels like theirs.
With studies showing that a high percentage of Gen Z tie job satisfaction to purpose, how have you seen this reflected in workplaces you’ve worked with?
It’s incredibly evident. I’ve worked with companies where Gen Z employees are deeply engaged when the organization’s mission resonates with causes they care about, like sustainability or diversity. They want to know their daily work contributes to something bigger. For instance, in one tech firm I consulted for, younger team members were most vocal about projects tied to social good, and their enthusiasm was contagious. Employers can tap into this by clearly communicating how their goals align with personal values—whether through transparent mission statements or involving staff in purpose-driven initiatives.
How significant is visibility or recognition for Gen Z’s engagement at work?
Visibility is huge for Gen Z. They’ve grown up in a digital world where sharing and being seen are second nature. When their contributions are highlighted—whether through internal shout-outs or on social platforms like LinkedIn—it validates their efforts and boosts their connection to the company. I’ve seen organizations do this well by encouraging employees to post about projects or by featuring their work in newsletters. One company I worked with created a ‘spotlight’ program on Instagram, and the response from younger staff was overwhelmingly positive. It’s not just about ego; it’s about feeling their impact is noticed.
The idea of mentorship focused on creativity seems to be gaining traction. How can pairing Gen Z’s fresh perspectives with senior expertise create value for both sides?
This kind of mentorship is a game-changer. Gen Z brings bold, innovative ideas to the table, often fueled by their tech-savvy nature and outside-the-box thinking. When paired with seasoned professionals who have deep industry knowledge, there’s a powerful synergy. I’ve seen senior leaders mentor younger employees by guiding them to refine raw ideas into actionable strategies, while the younger folks push veterans to rethink outdated approaches. It’s a two-way street of learning, but it requires mutual respect and open communication to avoid generational friction.
Gen Z often learns in non-traditional ways. Can you share how you’ve observed this in professional settings?
Absolutely. Gen Z tends to gravitate toward self-directed learning, often picking up skills through online platforms, YouTube tutorials, or peer networks rather than formal training programs. In one workplace I advised, we noticed younger employees teaching themselves coding or design tools on their own time, then bringing those skills into projects. Companies can support this by providing access to digital resources or creating space for independent exploration—like offering subscriptions to learning platforms or hosting skill-sharing sessions. It shows trust in their ability to grow on their own terms.
What’s your forecast for the future of workplace culture as Gen Z continues to shape it?
I think we’re heading toward a workplace that’s far more collaborative, purpose-driven, and tech-integrated. Gen Z’s influence will push companies to prioritize transparency, flexibility, and social impact even more than we see now. We’ll likely see a rise in roles that blend creativity with ownership, where employees aren’t just cogs in a machine but active contributors to the company’s story. Technology will play a huge role, from AI tools to social platforms, in how they connect and work. But the challenge for leaders will be staying authentic—Gen Z can spot inauthenticity a mile away, and they’ll demand real alignment between words and actions.