We often hear phrases like “the good old days” or “things aren’t what they used to be”—common expressions that often signal resistance to change. We see this mindset reflected in how many people approach societal shifts, often adopting passive or conservative attitudes in the face of irreversible trends.
One such irreversible transformation, accelerated by the impact of COVID-19, is taking place in the world of work and talent management within organizations. Its key driver? Generation Z—those born in the mid-1990s through the early 2000s—who grew up with technology as a given, not a novelty.
Digitalization, the integration of technology into processes, and the growing humanization of the workplace are among the key factors shaping the labor market of the coming years. It's worth noting that by 2030, Gen Z is expected to make up one-third of the global workforce.
Beyond their digital fluency, Gen Z’s culture is already influencing many companies—bringing in demands for more flexible work conditions, stronger ethical standards, and a deeper commitment to sustainability. These shifts are giving rise to new paradigms in how organizations attract and retain talent.
Many HR departments had to adjust working conditions on the fly as the pandemic unfolded. But adaptation shouldn't end with the return to "normal." The best way to prepare for the future is to anticipate change—before facing consequences like talent drain or difficulty attracting top candidates.
Today, it’s no longer companies choosing people—it’s people choosing companies. That’s why this is a time for innovation: to rethink how we operate, and to bring new capabilities into our teams to meet the challenges ahead.
Workplace mobility and the concept of the “workspace” itself are now part of emerging labor models to which we must adapt if we want to keep pace with trends driven largely by Generation Z.
Among these trends are technological shifts, such as immersive experiences through the metaverse, which make it possible to work with an organization without necessarily belonging to it.
The explosion of artificial intelligence is another tech-driven advantage that can support talent management—providing models to guide decisions on employee engagement, satisfaction, and even burnout risk. These are key concerns for Gen Z professionals.
Several studies indicate that 90% of new hires decide whether to stay at a company within the first six months. This highlights the need for organizations to offer an agile onboarding process that helps new employees quickly connect with the company’s mission—almost as if they were being “converted” in a client retention strategy.
Transparency, once an organizational “virtue,” is now a requirement. For Gen Z, in particular, it’s a core value—something they expect from any company they associate with. Organizations must go beyond simply informing; they must communicate in the broadest, most inclusive sense of the word.
Ultimately, as we move from what reports call engagement to fulfillment, talent management should strive to align personal and organizational purpose—balancing productivity with autonomy, community, and personal growth. That’s what completing the purpose cycle means: for both the individual and the organization.
Originally published in Vida y Éxito.