Home Posts tagged Gen Z

Onboarding Gen Z with Purpose

By Contributor
Opinion

Opinion

By Sam Borsari

HR professionals understand how critical the first 90 days are for a new hire. A thoughtful onboarding experience can make a significant impact on retention and long-term success. This is especially true for Gen Z employees.

To better understand how employers can improve their onboarding approach, I turned to LinkedIn and my own personal network. Going straight to the source, I asked current Gen Z workers to share their onboarding experiences thus far: what worked, what didn’t, and what helped them get up to speed quickly.

Here’s what they think are the key components of a successful onboarding process for Gen Z new hires.

Intentional introductions. Gen Z values having relationships with their teams and colleagues. However, this can be intimidating for someone who is new to the workforce and doesn’t yet understand workplace dynamics, especially when interacting with more senior employees. Having scheduled sit-downs with people across departments (built into the onboarding schedule) can ease that tension, support introductions, and help the new hire feel valued and welcomed right off the bat. It also gives Gen Z employees a clearer understanding of the organizational structure and key players.

Open door policy. For many Gen Z new hires, you may be their first full-time employer out of college. They are going to have questions, especially if they care about doing the job well and growing in their career. Knowing that the company has an open door policy gives them a safe space to learn, make mistakes, bring new ideas to the table, and adjust more quickly. It also helps them feel less isolated if they are struggling because they know they have a support system. Encouraging them to come to you with questions, concerns, or even just to talk things through can make a big difference.

Mentorships and shadowing. Having dedicated one-on-one time with a seasoned employee (particularly someone in their department or role) was also mentioned as a major factor in onboarding success. Starting a new role comes with a lot of information. You are learning the job functions, culture dynamics, daily processes, etc. It can be overwhelming, especially for someone new to the workforce. Having someone to shadow during the first few weeks helps ease that transition and gets them up to speed faster. Shadowing allows the new hire to see the role in action. They can observe how situations are handled, ask questions in real time, and better understand decision making.

Constant feedback and check-ins. This goes without saying, but Gen Z strongly values frequent feedback. Regular check-ins help them understand where they are doing well and where they can improve. This is especially important early on, when they are still in the learning process. Ongoing feedback provides direction, builds confidence, and reinforces that they are on the right track. It also shows that there is support behind them as they learn the role.

No assumptions. Gen Z, like any emerging generation, faces numerous stereotypes and assumptions on things like presumed work habits. It’s important not to lean into those. Instead, ask your new hires how they learn best. If you want them to adapt quickly, think about how you can provide the right tools and support during their onboarding process. Do they learn best hands-on, through shadowing, or through more structured training?

While you don’t need to completely change your onboarding process for your Gen Z hires, it’s important to recognize that even small adjustments can make a meaningful difference in how quickly they adapt, build confidence, and adjust to your organization.

 

Sam Borsari is a member experience specialist at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Workforce and Career Development in the Accounting Industry

By Contributor
Accounting and Tax Planning Special Coverage

A Gen Z Perspective

By Samantha Calvao

The accounting profession is undergoing a generational and technological transformation. As seasoned professionals retire and new talent steps in, members of Gen Z (those born between the late 1990s and the early 2010s) are beginning to leave their mark.

For this group, career advancement is not defined solely by promotions or years of service. Instead, it’s about building adaptable skills, seeking meaningful work, and maintaining flexibility in a profession that’s shifting faster than ever before.

 

Starting a Career in a Changing Industry

Gen Z’s first years in accounting look different from those of earlier generations. Many individuals now start early in their careers by gaining experience through internship programs, where they develop a deeper understanding of the accounting industry by actively engaging with seasoned professionals and learning from their real-world experiences.

The days of starting with stacks of paper and hours of manual reconciliations are largely gone. Modern accounting systems, automation tools, and cloud platforms handle much of the repetitive work that once defined entry-level roles. This change means new graduate hires often jump directly into analysis, client communication, and strategic discussions — responsibilities that previously took years to reach.

Because of this early exposure and industry evolution, many young professionals are shaping careers that are more fluid than linear. They are open to moving between public and private practice, trying out specialized areas like forensic investigations or sustainability reporting.

In addition to moving between private and public, young professionals are open to being cross-trained in multiple industries and services. This diverse approach to career development provides opportunities for growth from multiple perspectives, positioning career advancement as a menu of options rather than a rigid path.

Samantha Calvao

Samantha Calvao

“Many Gen Z professionals seek roles where they can make a meaningful impact, whether by contributing to sustainability initiatives, participating in socially responsible projects, or aligning with companies that demonstrate strong ethical standards.”

Workplace culture plays a central role in these decisions. While salary still plays a factor, Gen Z places high value on flexible schedules, hybrid work arrangements, and leaders who prioritize a balance between well-being and workload. The young accountants anticipate regular feedback instead of waiting for annual reviews. They look for mentors who will provide guidance not only on technical work, but also on professional development and career planning.

Learning, Connection, and Purpose

For Gen Z, professional development is an ongoing process. Beyond the mandatory continuing professional education hours, they actively pursue training in areas such as data visualization, financial modeling, and cybersecurity. Many are drawn to learning methods that fit into busy schedules, consisting of short online modules, peer-led workshops, or interactive webinars. They appreciate employers who support a variety of educational formats creating the diverse web of opportunities in a career.

Networking has also evolved for this generation. While in-person industry events remain valuable, digital spaces have expanded their reach. Platforms like LinkedIn, virtual conferences, and even niche online communities allow Gen Z accountants to connect with peers, mentors, and potential employers around the globe. These connections often lead to opportunities that traditional local networking might not uncover.

Firms support young professionals by having business development groups, allowing them to take initiative in creating relationships among themselves and further in the business community. Business development groups not only expand young professionals’ networks, but also help them build essential soft skills such as communication, leadership, and relationship management, all vital for long-term career growth.

Purpose-driven work is another key motivator. Many Gen Z professionals seek roles where they can make a meaningful impact, whether by contributing to sustainability initiatives, participating in socially responsible projects, or aligning with companies that demonstrate strong ethical standards.

In short, firms should encourage young professionals to be actively involved with internal business development groups, niche-driven work, or being deeply rooted in ways to give back to the community.

 

The Road Ahead

As Gen Z gains experience and advances within the profession, their influence is likely to accelerate ongoing changes in accounting. Their desire for adaptability, meaningful engagement, and skill diversity aligns closely with the industry’s shift toward technology-driven advisory services.

They also understand that technical expertise alone won’t guarantee long-term success. Many are actively seeking opportunities to strengthen soft skills like leadership, collaboration, and clear communication abilities that enhance client relationships and open doors to management roles. By blending strong interpersonal skills with technical knowledge, they are positioning themselves for a wide range of career options, including roles that didn’t exist a decade ago.

In the years ahead, Gen Z will continue to build the profession, pushing for workplaces that balance tradition with innovation and value both the numbers and the people behind them. For these emerging professionals, accounting isn’t just about maintaining the books — it’s about creating a career that reflects their values, skills, and vision for the future.

 

Samantha Calvao, MBA is a senior associate at the Holyoke-based accounting firm Meyers Brothers Kalicka, P.C.

 

The 2026 View from Gen Z

By Contributor
Opinion

Opinion

By Samantha Borsari

 

As we head into 2026, Gen Z is signaling that a few workplace practices could use a refresh. At the top of the list: the notion that fully remote work is the ideal and that performance reviews should be limited to an annual conversation.

For Gen Z, personal connection is a critical component of being engaged with their work. Contrary to popular belief, Gen Z actively wants to establish relationships with their colleagues and feel a sense of community.

While fully remote setups have been popular among some generations, Gen Z is showing less of an appetite for this type of model. In fact, one recent report states that they are the “least likely generation to prefer exclusively remote work.” The reason for this lies in the fear of isolation and social disconnect that is often associated with this type of model. For many, concerns about mental health outweigh the appeal of a fully remote schedule.

For 2026, Gen Z would rather see hybrid work options. One recent report states that 83% of surveyed Gen Zers would choose the hybrid model over others. Why? Hybrid work strikes the right balance between in-person collaboration, where they can build relationships, learn on the job, and feel like they are a part of the culture, and also providing them with the remote flexibility that supports work-life boundaries.

Many Gen Z professionals are also vocal about wanting their colleagues, not just themselves, to come into the office more. For them, the value of in-office time comes from shared energy and social learning. While not all organizations can accommodate such schedules, it’s still important to acknowledge these emerging trends. Your Gen Z employees aren’t pushing for fully remote work, but rather seeking more connection through in-person opportunities.

The traditional model of annual performance reviews is another topic of contention for Gen Z as we move into 2026, as many feel this approach is slightly antiquated.

Gen Z wants more personalized, consistent feedback from their supervisors. Why? So they can progress in their careers more quickly, correct mistakes faster, and stay on track with their responsibilities. Waiting for the highly anticipated annual review is not seen as effective for this group; rather it’s seen as backward-looking.

What most Gen Z employees would like to see is an open-door policy and real-time feedback. Frequent, personalized check-ins boost their engagement and support their growth because they experience this style as coaching rather than criticism.

These check-ins don’t need to be long or formal; even brief touchpoints can go a long way. This might look like quick digital messages through tools like MS Teams or Slack, or short weekly meetings to review projects and address concerns. The goal here is to show intention and transparency with communication. Gen Z doesn’t want a rating at the end of each year; rather, they want coaching and real-time feedback to help them get better as the year goes on.

Heading into 2026, it’s not about rejecting remote work or traditional reviews, but about adapting them to create more connection, clarity, and authenticity. What matters most for Gen Z in the year ahead is fostering a culture where they can grow and genuinely feel valued.

 

Samantha Borsari is a member experience specialist at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Setting Workplace Expectations

By Contributor
Opinion

Opinion

By Allison Ebner

Let’s be honest — every generation entering the workforce faces a little heat, and today, Gen Z is in the spotlight.

Born between 1997 and 2012, this group is full of innovation, energy, and digital smarts. But employers are noticing something else: a lack of familiarity with basic workplace etiquette. Things like missing deadlines without notice, texting during meetings, or using overly casual tone in professional emails are showing up more frequently.

But here’s the catch: it’s not just Gen Z. The pandemic blurred the lines of professionalism for everyone. From remote veterans hopping on Zoom late to leaders shooting off short emails w ith no context, we’ve all let a few workplace habits slide.

Why does this matter? Etiquette isn’t just about manners — it’s about respect, clarity, and trust. These are cornerstones of great teams, no matter your role or age. It’s clear that, as employers and HR professionals, we need to hit the reset button on workplace etiquette expectations. Here are a few suggestions on how to get this started:

• Normalize etiquette refreshers. Take five minutes in a team meeting to review expectations — like when to respond to emails or how to participate in hybrid meetings. You really do have to state the obvious’and be very specific about expectations.

• Encourage mentorship (in both directions). Pair experienced employees with new hires and invite Gen Z to share insights on communication styles and digital tools. Create work teams across generational boundaries so they can share and learn from one another.

• Make sure your leaders are modeling good behavior. Nothing is less motivating than being told to behave one way and your boss does the exact opposite. You will never make progress if your people leaders aren’t demonstrating the behaviors you want from the team.

• Define your non-negotiables and discuss them often. Every organization has them — absolute rules that cannot be broken in the workplace. One example of this is fighting or loud arguments between co-workers in our workspace. Another might be no texting during team meetings. Be clear and communicate these frequently to your entire staff.

• Incorporate etiquette standards into your performance management process and your one-on-one meetings. To demonstrate how serious you are about professional standards, tie it to compensation. Creating consequences for failing to meet these expectations will help you hold people accountable to their behavior. You can also reward great behavior as it happens by incorporating a spot bonus program using gift cards or time off.

• Create a safe space for questions. Make it easy for anyone to ask, ‘what’s the norm here?’ without fear of sounding inexperienced.

The bottom line? Workplace etiquette isn’t about being perfect — it’s about being intentional. In today’s diverse, fast-moving work environment, getting back to basics is a win for everyone. Whether you’re just starting out or leading the team, it’s always the right time to sharpen your soft skills and create a culture of trust and inclusion.

 

Allison Ebner is president of the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org