As Generation Z (born between 1997 and 2012) continues to enter the workforce, their distinct values and expectations are prompting significant shifts in organizational culture. Unlike previous generations, Gen Z places a high premium on authenticity, inclusivity, and work-life balance, challenging traditional workplace norms.

A recent feature highlights how Gen Z professionals are influencing corporate environments. For instance, Zaria Parvez of Duolingo and Angelica Song of YouTube exemplify this shift by leveraging creativity and strategic communication to reshape brand engagement and workplace norms. Their approaches emphasize transparency and authenticity, fostering healthier work-life boundaries and inclusive team dynamics.

Key Cultural Shifts Introduced by Gen Z:

• Emphasis on Authenticity: Gen Z values genuine interactions and transparent communication, leading organizations to adopt more open and honest internal dialogues.

• Prioritization of Mental Health: This generation advocates for mental well-being, prompting companies to implement supportive policies and resources.

• Demand for Inclusivity: Gen Z expects diverse and inclusive workplaces, encouraging businesses to reevaluate their diversity, equity, and inclusion (DEI) initiatives.

• Desire for Flexibility: Flexible work arrangements, including remote work and adaptable schedules, are highly valued, pushing organizations to reconsider rigid structures.

Implications for Employers:

To attract and retain Gen Z talent, employers must adapt their organizational cultures accordingly. This includes fostering environments that support open communication, mental health, inclusivity, and flexibility. Companies that proactively embrace these changes are more likely to benefit from increased employee engagement, innovation, and loyalty.

As Gen Z continues to make its mark, organizations have the opportunity to evolve and create cultures that not only meet the expectations of this new generation but also enhance overall workplace satisfaction and productivity.

In today’s workplace, the culture conversation has gone far beyond perks and ping-pong tables.

Organizational culture now lives in the everyday moments—how feedback is given, how leaders show up, how flexibility is offered, and how trust is built (or broken). As employees redefine what they expect from work, companies are learning that culture isn’t what you say—it’s what people experience.

Here’s what’s really shaping workplace culture today—and how organizations can keep up.

1. Flexibility Isn’t a Benefit—It’s Culture in Action

Hybrid work changed everything. But it didn’t just shift logistics—it challenged the culture status quo.

Companies that treat flexibility like a perk risk falling behind. Today, employees want autonomy, not micromanagement. They want to be trusted to do great work—wherever they are.

What this looks like in practice:

• Outcome-based expectations

• Clear communication norms (when to respond, when it’s okay to unplug)

• Leaders who lead with trust, not surveillance

2. People Want Clarity More Than Perks

Unclear expectations, vague values, and inconsistent policies create cultural confusion. On the other hand, clarity creates confidence.

Employees thrive when they understand:

• What success looks like

• How decisions are made

• What’s being prioritized (and what’s not)

When transparency becomes part of everyday leadership, trust grows—and culture strengthens.

3. Culture Is Everyone’s Responsibility, Not Just HR’s

Gone are the days when HR owned “culture.” Now, every manager, team lead, and executive shapes it—one decision, conversation, or behavior at a time.

What’s said in team meetings, how people are recognized, how conflict is handled—it all adds up. The strongest cultures are the ones that actively involve their people in shaping it, evolving it, and living it.

4. Wellbeing and Belonging Are Non-Negotiable

Toxic positivity is out. Real support is in.

Organizations that care about their people don’t just offer mental health resources—they normalize their use. They create space for rest, vulnerability, and connection.

Belonging means:

• People can show up as themselves

• Inclusion isn’t an initiative—it’s embedded

• Recognition happens equitably

Final Thought

Culture isn’t created in a memo—it’s built in the moments that matter. The question for every organization today isn’t just “What’s our culture?”—it’s “How does our culture feel to the people living in it?”

If you want to build a culture that retains talent, fuels innovation, and earns loyalty—start by listening, trusting, and evolving. The companies that do will not only adapt. They’ll lead.

Introduction to the Hiring Process

In many organizations, managers make the first call about which candidates to bring in for an interview, and then later which applicant gets the job. While their expertise is crucial to selecting the right person, the process can be laborious and time-consuming as they must take a step away from their core activities to focus on reviewing applications and narrowing candidate pools. But what if the responsibility for picking first-round interviewees was transferred to HR? Does it have an impact on who gets hired? Our research, published in Administrative Science Quarterly, examines this scenario.

The Role of Managers in Hiring

Managers play a significant role in the hiring process, as they are often best positioned to assess the skills and qualifications required for a particular position. However, their involvement in the initial stages of the hiring process can be time-consuming and may take away from their other responsibilities. This can lead to delays in the hiring process and may result in the loss of top candidates.

Transferring Responsibility to HR

Transferring the responsibility for picking first-round interviewees to HR could potentially streamline the hiring process and reduce the burden on managers. HR professionals are trained to assess candidate qualifications and can bring a more objective perspective to the initial screening process. However, there is also the potential for HR to bring their own biases to the process, which could impact who is selected for an interview.

Impact on Hiring Outcomes

Our research examined the impact of transferring the responsibility for picking first-round interviewees to HR on hiring outcomes. We found that when HR was responsible for selecting candidates for initial interviews, the pool of candidates who were selected was more diverse than when managers made the selection. This suggests that HR may be more effective at identifying and selecting candidates from underrepresented groups.

Implications for Organizations

The findings of our research have implications for organizations looking to improve their hiring processes. By transferring the responsibility for picking first-round interviewees to HR, organizations may be able to increase the diversity of their candidate pool and reduce the burden on managers. However, it is also important for organizations to ensure that HR has the necessary training and resources to effectively assess candidate qualifications and make informed decisions.

Conclusion

In conclusion, our research suggests that transferring the responsibility for picking first-round interviewees to HR can have a positive impact on hiring outcomes, particularly in terms of increasing diversity. However, it is also important for organizations to carefully consider the potential implications of this change and ensure that HR has the necessary training and resources to effectively manage the hiring process.

FAQs

• Q: What is the traditional role of managers in the hiring process?
  A: Traditionally, managers are responsible for selecting candidates for initial interviews and making the final hiring decision.
• Q: What are the potential benefits of transferring the responsibility for picking first-round interviewees to HR?
  A: The potential benefits include streamlining the hiring process, reducing the burden on managers, and increasing the diversity of the candidate pool.
• Q: What are the potential drawbacks of transferring the responsibility for picking first-round interviewees to HR?
  A: The potential drawbacks include the potential for HR to bring their own biases to the process and the need for HR to have the necessary training and resources to effectively assess candidate qualifications.
• Q: What were the findings of the research on the impact of transferring the responsibility for picking first-round interviewees to HR?
  A: The research found that when HR was responsible for selecting candidates for initial interviews, the pool of candidates who were selected was more diverse than when managers made the selection.