Embracing Gen Z is future-proofing tomorrow
Born between 1995 and 2009, Generation Z currently represents 27 percent of the workforce, and projected to rise to 31 percent by 2035, making Gen Z the largest generation in the job market.
'Gen Z has introduced a wave of new skills, innovative ideas, and fresh perspectives to our company,' says Mauricio Pordomingo, Group Head of Talent at Zurich Insurance Group.
'Their creativity and tech-savviness are already making a powerful impact. To harness their full potential, we need to meet their expectations with meaningful experiences, growth opportunities, and clear career paths. Smart organizations know that embracing Gen Z isn't just future proofing tomorrow, it's about thriving in the present.' As the first generation to have grown up entirely in the digital age, they have never known a world without the internet, and their lives revolve around the latest technology – from smartphones to virtual reality gaming – and a diverse array of social media channels. This tech-savviness and dependency distinguish them from Millennials, Generation X, and Baby Boomers.
They have also been labeled the 'first global generation.' Throughout their lives, they have been virtually connected to people across the planet, with access to global news, information, and content through social media and other digital channels.
'Having grown up in a highly digital, interconnected, and fast-paced globalized world, Gen Zs feel that there are few or no boundaries, whether in their real or virtual lives,' says Valerie Malcherek, a Gen Z employer branding specialist at Zurich Switzerland, whose role is to ensure that the business continues to attract and retain the brightest young talent.
'This world of endless possibilities means they have high expectations for their employers,' Malcherek adds. 'And they believe businesses have a significant role to play in addressing social and environmental issues.' A good work-life balance holds significant importance and is prioritised over climbing the career ladder, unlike previous generations, Malcherek says. 'Building friendships and fostering positive relationships with work colleagues is often more important than job titles. Gen Zs are also motivated by having a meaningful career that allows them to positively impact society. Many want to work for companies that align with their values and where they are empowered to drive change.' Gen Zs are entering a workplace that's changing rapidly – and some of that pace of change is being driven by younger workers, says Sally Henderson, Group Head HR Business Partnerships at Zurich.
'Many Gen Zs want to develop at a fast pace, and they expect their employer to match that pace with the necessary, tools, technologies and opportunities.' Henderson emphasises the need to treat all employees as individuals and avoid stereotyping by generation.
'Everyone has their own unique style, needs, goals and traits. It's important to create a sense of belonging where everyone feels valued and engaged. This requires building an open and transparent environment where all employees can thrive, work together and learn from each other.'
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Irish Examiner
3 days ago
- Irish Examiner
Embracing Gen Z is future-proofing tomorrow
Born between 1995 and 2009, Generation Z currently represents 27 percent of the workforce, and projected to rise to 31 percent by 2035, making Gen Z the largest generation in the job market. 'Gen Z has introduced a wave of new skills, innovative ideas, and fresh perspectives to our company,' says Mauricio Pordomingo, Group Head of Talent at Zurich Insurance Group. 'Their creativity and tech-savviness are already making a powerful impact. To harness their full potential, we need to meet their expectations with meaningful experiences, growth opportunities, and clear career paths. Smart organizations know that embracing Gen Z isn't just future proofing tomorrow, it's about thriving in the present.' As the first generation to have grown up entirely in the digital age, they have never known a world without the internet, and their lives revolve around the latest technology – from smartphones to virtual reality gaming – and a diverse array of social media channels. This tech-savviness and dependency distinguish them from Millennials, Generation X, and Baby Boomers. They have also been labeled the 'first global generation.' Throughout their lives, they have been virtually connected to people across the planet, with access to global news, information, and content through social media and other digital channels. 'Having grown up in a highly digital, interconnected, and fast-paced globalized world, Gen Zs feel that there are few or no boundaries, whether in their real or virtual lives,' says Valerie Malcherek, a Gen Z employer branding specialist at Zurich Switzerland, whose role is to ensure that the business continues to attract and retain the brightest young talent. 'This world of endless possibilities means they have high expectations for their employers,' Malcherek adds. 'And they believe businesses have a significant role to play in addressing social and environmental issues.' A good work-life balance holds significant importance and is prioritised over climbing the career ladder, unlike previous generations, Malcherek says. 'Building friendships and fostering positive relationships with work colleagues is often more important than job titles. Gen Zs are also motivated by having a meaningful career that allows them to positively impact society. Many want to work for companies that align with their values and where they are empowered to drive change.' Gen Zs are entering a workplace that's changing rapidly – and some of that pace of change is being driven by younger workers, says Sally Henderson, Group Head HR Business Partnerships at Zurich. 'Many Gen Zs want to develop at a fast pace, and they expect their employer to match that pace with the necessary, tools, technologies and opportunities.' Henderson emphasises the need to treat all employees as individuals and avoid stereotyping by generation. 'Everyone has their own unique style, needs, goals and traits. It's important to create a sense of belonging where everyone feels valued and engaged. This requires building an open and transparent environment where all employees can thrive, work together and learn from each other.'
Irish Examiner
4 days ago
- Irish Examiner
Unlocking the superpowers of Gen Z
This is an interesting time in the evolution of the Early Careers space as it is being influenced by evolving graduate and employer expectations and wider economic shifts, according to Sinead D'Arcy, founder of Future-Roots. 'The University of Limerick recently published their 2025 Early Careers Employer Survey which highlighted stabilising graduate recruitment activity, with 88% of employers expecting graduate vacancy levels to remain the same or to increase in 2025/26.' The report also highlighted a growing adoption of hybrid working, and rising salary expectations. 'While the interest in early careers initiatives remains stable from an industry perspective, the approach is evolving. "For example, employers are increasingly moving away from credential-based hiring to skills-based hiring, rotational programmes are under question and internships and placements are increasingly hard to find.' The Early Careers space is seeing an increased interest in apprenticeships from both an employer and an employee perspective, and, from a talent perspective, the option to earn-while-you-learn is an increasingly attractive option. 'From an employer perspective, in an increasingly competitive labour market, it broadens and diversifies the talent pool, opening it up to school leavers and career changers. There are clear challenges in the Early Careers space around employers understanding of how to attract, engage and retain young professionals, the role of AI in early careers hiring, work readiness of graduates and an increase in graduates accepting offers and subsequently withdrawing. All of which place a focus on employer branding, candidate experience, and communication throughout the recruitment process.' Sinead D'Arcy, founder of Future-Roots. Sinéad partners with organisations to define and refine their early talent strategy across the full 360 employee experience from attraction to selection, onboarding, ongoing development, retention and off-boarding. She explains that the modern workforce is generally made up of four generations: Baby Boomers, Gen X, Gen Y (Millennials), and Gen Z (Centennials). Gen Z are the newest entrants to the workforce and range in age from 13-28. 'Organisations tend to view Gen Z as students and recent graduates. However, the reality is, the eldest Gen Zer is already in team lead or junior management positions. According to the World Economic Forum Gen Z will account for 27% of the global workforce by the end of 2025. 'This generation are firmly in the spotlight as more Baby Boomers move towards retirement, Gen Z are replacing them, bringing a different perspective on how to succeed in the workplace.' Career progression is not about traditional vertical moves for this generation, she adds; it is equally about role enrichment, lateral moves, diagonal moves and opportunities to work cross functional with diverse groups. There are multiple stakeholders in the successful execution of an early talent strategy, according to Sinead and the most important stakeholder is that of direct line manager. 'A common myth regarding Gen Z is that they are hard to manage. However, what if, in reality, they are under managed? 'Across all generations managers play a central role at each stage of our employee journey from their role in drafting a job description to interviewing at selection stage to onboarding, objective setting, ongoing development and career progression to offboarding. However, those promoted into people manager roles are often not given the support or training they need to effectively lead and manage teams.' She increasingly works with employers to design and deliver manager training as organisations recognise the critical nature of the manager role. 'In my work with managers, I help them understand the multi-generational context and how to unlock the superpowers of Gen Z. The world of work is evolving at pace and Gen Z has grown up with a lot of uncertainty which is why they are attracted to employers who can provide clarity, transparency and stability. 'That includes knowing what's expected of them in their role, as well as what their career progression path looks like.' A generation who grew up in a world of 'perma-crisis' With over 20-years' experience establishing and leading graduate programmes across banking, telecommunications and FMCG sectors, Sinead has had the opportunity to work across the full 360 employee experience from attraction to selection, onboarding, ongoing development, retention and off-boarding. Over that time, she has evolved offerings to fit the needs of Gen Y, prepared organisations for the arrival of Gen Z and is now looking ahead to the arrival of Generation Alpha to the workforce in 2030. 'This experience has provided a unique insight into different stakeholder perspectives in the Early Careers space, the evolution of the workforce and the future of work. This has led to establishing Future-Roots where I bring that experience to partnering with organisations on specific elements of the candidate or employee experience to unlock the potential and power of its early talent strategy to have maximum organisational impact.' Each generation is shaped by their unique experiences, cultural touchstones, and the technological context in which they grew up. 'Gen Z grew up in the shadow of the pandemic and now, post pandemic, continue to grow up in what is increasingly referred to as a state of 'perma-crisis' in which climate change, housing shortage, cost of living crisis and geo-political unrest are an everyday reality. It is no surprise then that this generation seek out stability from employers.' Gen Z completed a significant portion of their second or third level education online, some university graduates missed out on placements and internships, the option to study abroad and the opportunity to make in-person connections with teachers, lecturers and fellow students. 'This generation may be tech savvy, but they need our support in understanding how to show up at work, how to build relationships and how to understand the needs of older generations. Equally, older generations need to understand how Gen Z are reshaping how we work through their digital fluency, adaptability, appetite for continuous learning and focus on values.' According to the CSO, the unemployment rate in Ireland currently stands at 4% which translates to a tight labour market where employers are competing for talent at all levels. 'This reflects an active job market and employer brand is proving increasingly influential in a candidate's consideration of where they want to work. Employer branding has both an external and an internal role to play for organisations,' she says. 'Externally it is an employer's reputation in the talent marketplace. Internally it is the employer's reputation among its own workforce. When executed effectively, employer brand strategy successfully attracts potential employees and retains existing employees.' Employer Value Proposition (EVP) is a key element of employer brand. 'Done well, EVP establishes employer expectations for performance and behaviour and clearly outlines what employees stand to gain for meeting them.' Sinead readily admits her interest in Early Careers stems from a broader interest in the multi-generational workforce and the impact each new generation has on shaping the now and the next of work. 'It is particularly inspiring to partner with employers who proactively look to the next generation for inspiration and guidance instead of seeing them as a threat or a challenge.'
Irish Times
18-06-2025
- Irish Times
Charity: making plans to support a good cause with a bequest in your will
War, poverty, homelessness, animal cruelty – your social media feed can make it feel like the world is on fire. Donating can help, but it's hard when money is tight. Planning a gift in your will could be a solution. It can feel like a constructive action but it takes the financial pressure off now. Many charities offer a free will-writing service in return for a possible donation – but how does it work, and can I trust that my will will be above board? There's no time like tomorrow when it comes to charitable giving – two in five of us are looking to increase the amount we give in the future, according to Charities Regulator research published this month. And one in four people intend to leave money or property to a charity in their will, according to the research. 'Helping those worse off' and feeling that 'something should be given to worthy causes' are the reasons most cited for giving. READ MORE Being unable to afford a donation and lack of trust are the two top reasons why people do not donate at the moment, according to the research. If you can't afford it now, planning to give in your will is an option. It can appease any guilt in the interim too. And if this seems like an older person thing, think again. Buying a house, having a child and getting married are all important triggers for making a will. For socially minded Gen Xs, Millennials and Gen Zs, a bequest can make sure something goes to a cause you love. More than €79.6 million was left in bequests to charities in 2022, according to the Charities Regulator. But However, more than two-thirds of all charities say they received less than €100,000 in bequests in 2022, with one in four charities reporting less than €5,000. Sixteen charities, or 4 per cent, reported bequest income in excess of €1 million, with two charities reporting more than €5 million. The largest total amount reported by an individual charity was €8,672,000. Free wills Some charities are clear: if you are considering leaving a legacy, talk to your own solicitor. itself a registered charity, is an umbrella group of 90 Irish charities working to make gifts in wills the norm in Ireland. Its website provides solicitors and individuals with useful advice, and even wording, on how to leave a bequest. It directs those wanting to do so to the Law Society of Ireland 's register of solicitors. Other charities will cover the cost for one of their partner solicitors to write or update a simple will for you at no cost. The hope is that by availing of the free will, you will donate. Some charities partner with 'will-writing experts' who will provide those interested in giving with information and templates to draft their own will. These will-writing experts are often clear that the service is only suitable for what they term 'simple' wills, and that they don't offer bespoke advice, including tax advice. If the will-writing expert is not a solicitor, they are not regulated or held to the same professional standards as a registered solicitor. is a private company that works with 18 partner charities and an online will-writing service called which provides templates for individuals to write their own will for free. Those wanting to donate to one of the partner charities are sent a voucher by the charity that enables them to make their free will online. The individual is getting a free online will and the charity is covering the cost of it. To have a solicitor review your draft costs €80, says 'We make it clear that using you are not obliged to include the charity in your will, but the hope is you will,' says Niall O'Sullivan of This voucher system means the charity will know the person has made a will, but only on the person's death will they know if there has been a bequest, says O'Sullivan. 'If there is complexity to your situation, we recommend you go to a solicitor,' says O'Sullivan. 'But for most people, it's pretty straightforward in terms of their assets and the decisions they have to make.' Gifts given in wills tend to be larger, says O'Sullivan. 'When people come to write their wills, they actually realise they have more capacity to give than they might have thought.' The largest gift made to a charity to date using was €100,000, says O'Sullivan. Effective giving Making a will can ensure more of your money goes to the people or causes dear to you. If you die without a will, the Succession Act kicks in. This means if you're married and don't have a will, your spouse gets the whole estate where there are no children. If you have children, your spouse gets two-thirds, with any children sharing the remaining third. The amount of money parents can give their child tax-free, during the parents' lifetime or on death is €400,000. Anything above that is taxed at 33 per cent. So, if you leave €500,000 to your child, your child will receive €466,000 of it and they will have to pay the remaining €33,000 in tax. Leave €100,000 to a registered charity and the charity will get all of it tax-free. [ My husband says it's pointless for him to make a will. Is he right? Opens in new window ] It's different if you are single with no children. Unless you plan ahead, far more of the wealth you accumulated over a lifetime is likely to go back to the State in tax than that of someone with a child. The most a person without a child can leave to someone tax-free is €40,000. The recipient must be in the Group B threshold covering close blood relatives: that means a sibling, a parent, a grandparent, a niece or a nephew. For a friend or cousin, the most they can receive tax-free is just €20,000. A bequest can provide single people with no children more autonomy and choice over what happens to their money. Legacies left to charities are tax-free once the charity is registered, so 100 per cent of any gift you leave will go directly to the charity. A person can either leave a percentage share of their estate, once other duties and expenses are settled, or give a specific sum. Making a will provides a roadmap of what you want to happen to your estate. Without a will, or where the will is unclear, there can be confusion and disputes. Sonya Lanigan at John Lanigan & Nolan Solicitors in Kilkenny urges caution when it comes to using online will services. Family structures can be complex these days. Parents and children who are cohabiting, separated or divorced are now part of the mix of many families, as are stepchildren. Where a family member is informally but not legally separated, they remain legally married. This can leave the door open for claims and grievances down the line. 'I think it's a very dangerous assumption that you will be ticking off and considering all of the provisions of the various acts, like the Succession Act or the Civil Partnership Act, and all the tax advice that goes with getting your will made [with an online will service]. I'd be very nervous about that,' says Lanigan. A solicitor's job is to advise you based on your instructions. There should be no pressure at all to give to charity, says Lanigan. It's good practice when making a will to tell your executors you have appointed them, and where your will is, says Lanigan. You don't have to give them copies. [ Who should I appoint as an executor in my will? Opens in new window ] If you are giving a generous bequest to a charity, one that might raise eyebrows among family, it's best to record your feelings about why you do it in your will. 'It can be helpful to those coming after you to understand why. That can put paid to any action that might be taken,' says Lanigan. Her experience is that people are not giving as much to charity as they used to. The church was once a common beneficiary but this is happening less, she says. 'I would have always observed particularly single people would have considered charities when the bulk of their estate was going to siblings, or nieces and nephews, but I do notice a bit of a decrease in that as well.' Check the register There are plenty of good causes out there, but not all are registered charities. A registered charity must submit an annual report to the Charities Regulator. This shows who the charity has helped over the past year, and how it has raised and spent funds. You can search on the regulator's website to confirm any particular charity is registered and then see their annual reports by clicking on that charity. When leaving a bequest, be sure to use the charity's registered name, charity number and address to avoid confusion, says Lanigan. It's also advisable to state that the gift is exclusively for charitable purposes, says a spokesman for the regulator. Charities sometimes change their name, merge or cease operating. That's why it's important to be clear in your will about the type of charity or charitable purposes you want to help, says the regulator. This will help make identifying an alternative charity easier, they say. A person can seek to ensure their executors have binding instructions to select another registered charity in the event that the original charity no longer exists. If your charity no longer exists, and you don't identify an alternative in your will, the Charities Regulator has statutory power to apply a 'cy-pres doctrine' to bequests. This means your gift will go to a charity as near as possible to your intentions.
