Generation Z talent

With multiple generations now in the workforce, organizations must adapt talent programs to accommodate the traits of these new workers.

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Designing customized talent programs is mission critical to effectively harnessing unique multigenerational interests and developing required competencies.
Matt Campbell, Managing Director, People & Change, KPMG

The digital agenda and employee expectations reveal the need for a modern talent management strategy that can withstand the accelerating pace of constant change and prepare for the workforce of the future. Much has been written about the unique qualities Baby Boomers, Generation X, and Millennials bring to the companies they work for. Now entering the workforce is Generation Z (people typically born between 1995 and 2000), and companies have much to learn about these new kids on the block as they bring their own distinctive talents and qualities to their jobs.

Research shows that Generation Z likes a fun atmosphere at work and wants flexibility in their work structure. Many would be entrepreneurs; others see themselves pursuing a variety of career paths at once or being able to move around in an organization to explore multiple opportunities.


How will the new generation of workers and emerging technologies shape talent management? 

Get answers below.

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Generation Z talent
Universal talent management programs are becoming obsolete. Learn how to motivate and engage employees across multiple generations.


What Generation Z survey respondents wanted most from their employer

Source: The Center for Generational Kinetics

want a fun work environment



want flexbility in their work schedule


As Generation Z takes its place in the workforce, organizations must adapt their talent programs to accommodate the traits of these new workers so they can continue to attract and hire the best and the brightest among them. To better to accommodate Generation Z, companies should consider implementing or revamping their talent management programs. 


Multigenerational minds at work: Differences across the four main generational groups 

Generation Z

  • Value earning power and job security

  • Possess an entrepreneurial spirit

  • Want to pursue multiple career paths at once; likely to move around within one organization with a lot of demonstrated opportunities

  • Seek technological sophistication

Generation X

  • Value flexibility and work/life balance

  • Prefer an individualistic work style

  • Want options to progress their careers and increase responsibility in their roles; likely to move between organizations for the right opportunity



  • Value purpose and meaning

  • Work with others in a collaborative style

  • Want to move through their career path very quickly; likely to move between organizations in order to gain experience


Baby boomers

  • Value loyalty

  • Possess a strong work ethic

  • Want to move up the corporarte ladder by proving themselves; likely to remain with the same organization

  • Increasingly choose to remain in part-time roles rather than retire


The organization that can create and adapt fulfilling career paths, robust learning and development and resource management programs, strong employee value propositions, innovate performance management processes, and effective leadership development will be well positioned for future success with Generation Z and future workforce groups. Contact us to learn how to get started.

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Matt Campbell

Matt Campbell

Managing Director, Human Capital Advisory, KPMG US


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