Recruiting Future-Proof Talent: A Focus on Generation Z 

In this interview, we engage with Ine Franckaert, an expert at The House of Marketing, to explore how organizations can attract and retain Generation Z—talent who demand purpose, growth, and meaning in their work. Through her insights, we uncover how to move beyond stereotypes, share responsibility between employers and employees, and build resilient, future-ready organizations. 

Q: Generation Z is often labelled as impatient, demanding, or restless. How should organizations reframe these perceptions? 

Ine: These labels don’t move us forward, but they obscure the real story. Generation Z has grown up against the backdrop of digital acceleration, global uncertainty, and social change. What I see is a generation driven by justice, purpose, and ambition. As I often say: “Young employees want to be where they see themselves ten years from now, but they need guidance to take the smaller steps in between.” 

Q: What makes Generation Z such a valuable cohort for future-proof recruitment? 

Ine: Their upbringing in a world shaped by climate urgency, technological disruption, and economic shifts has fostered purpose-driven mindsets and action orientation. For organizations, that means access to motivated individuals who want not just to build careers, but to make impact. 

Q: You mention ambition coupled with insecurity. How does this duality manifest in the workplace? 

Ine: It’s a real tension. Gen Zers aim for early impact but often lack clarity on the path forward. Feedback may be harder to digest, yet avoiding it stunts growth. Many follow expected paths, but through coaching and self-reflection they uncover authentic strengths. They also engage more when work aligns with meaningful causes, and they readily seek out support from coaches, mentors or psychologists, which is a strength and not a liability. 

Q: What role do organizations and managers play in supporting Generation Z? 

Ine: Successful recruitment is a shared responsibility. Companies need to look beyond the hire, ensuring cultural fit, psychological safety, and purpose integration in daily work. Leaders must adapt by offering autonomy grounded in clarity and leading with empathy and transparency. They should guide, not just manage. 

Q: Do young employees carry responsibilities in this process too? 

Ine: Absolutely. They must cultivate self-awareness, recognize what energizes them, and view failure as growth. Developing collaborative and social skills is essential, too. When organizations, managers, and employees all engage responsibly, recruitment becomes the start of a long-term growth journey, not a one-time transaction. 

Q: Beyond hiring, how do companies retain Generation Z? 

Ine: Retention hinges on clarity and meaning. Gen Z stays when growth paths are transparent, freedom is structured, and purpose is visible. Above all, feeling heard and valued makes a significant difference in sustained engagement. 

Q: Any final thoughts for organizations looking to work effectively with Generation Z? 

Ine: We don’t need more labels or complaints about “today’s youth.” Instead, we need dialogue, mutual responsibility, and empathetic leadership. As I often assert: The question is not whether we understand Generation Z, but whether we are ready to co-create a new way of working and leading with them. Organizations that embrace this mindset will not only attract future-proof talent—they’ll build thriving, resilient cultures.