What strategies can CFOs employ to help win the war for Gen Z talent?

3.6k views3 Upvotes11 Comments

Director of Finance in Consumer Goods, 10,001+ employees
Offering flexibility and work-life balance is important need of the hour.
Career advancement path is something Gen Z looks after and offering as much autonomy as possible.
VP of Finance in Manufacturing, 5,001 - 10,000 employees
To win the war for Gen Z talent, CFOs can employ the following strategies:

Embrace Technology: Gen Z is a digitally savvy and they want employers to be the same. CFOs should make use of technology in recruitment, onboarding, training, and retention of Gen Z employees. Technology can also be used to create a flexible work environment that Gen Z want.

Founder & Managing Director in Services (non-Government), 2 - 10 employees
Gen z can share their new ideas and to other people and the new ways to solve the problems effectively in shorter time. It can help others to develop strategies in the way that can help solve problems.basically flow of 8deas from new mind set nd new thought process.
Principal in Finance (non-banking), Self-employed
Provide a clear career path progression before and during employment. Offering leadership opportunities even if they are limited in true impact. Greater autonomy in their work earlier in their careers. 
1 Reply
Principal in Finance (non-banking), Self-employed

Also, give younger professionals a real understanding of what their career looks like. There is certainly a need and desire to show people what that looks like. A lot of the organizations that I do professional development training with do a financial leadership development program. They expose people to many different parts of the business. They're going to see the business and meet new people. When they're done with the program, they're really going to understand where they fit in and what the future looks like for them at the company. The goal is not to encourage young people to stay at the company for 25 years. It's to try to constantly engage them in different ways so that instead of exploring a new opportunity outside of the company, they might explore another opportunity outside of the group or business unit that they are in.

Alot of younger people want positions of visibility and leadership earlier on in their careers. They want to have an influence over the type of work they do, how they are mentored, and what the future of their business looks like. To empower and enable these individuals, organizations have created leadership cohorts among a select few of their peers, and they will have the responsibility for making decisions on behalf of the corporation that ultimately impacts them.

CFO Advisory Partner in Software, 10,001+ employees
Use modern technology platforms. Gen Z don’t want to go to work and “step back in time “ at a technology level.
Finance & Info Systems Director in Consumer Goods, 51 - 200 employees
No one size fits all.

But from my experience, all the Gen Z talents in my org are hungry for more. But at the same time they seem to want to maximize the pay-to-pain ratio. Hence, one approach that worked is pay at par or better than market and at the same time give them meaningful experiences and flexibility, and create programs to drive simplification so most of their time is spent on less menial tasks.

They also have a better understanding of the possibilities outside their current org, so one way to keep them engaged is provide a view of what career options there are in the company and what technical and leadership capabilities are required for those roles.

I find these approaches effective in attracting Gen Z talent too.
CFO Advisory Director in Finance (non-banking), 10,001+ employees
open. honest. tell it how it is. work technology for example is older than what Gen Z use outside.
Understanding the situation as to how it’s different.
CEO in Finance (non-banking), 2 - 10 employees
There are three ways to approach this. The first one is you have to meet the talent where they are. For example, not demanding everyone back in the office. Secondly, you need to present the company’s value proposition to get them excited. A company that invests in the environment has more social governance requirements, and is focused on DEI is going to be more valuable than a company that offers a lot of snacks and drinks in the office. Generation Z wants to make an impact and have a seat at the table. I think one of the best ways to do this is having a reverse mentorship where a CFO for example is the mentee and that FP&A or finance analyst that just got out of school is the mentor.

Lastly, eliminate the idea that your employees need to be loyal to the company. Sometimes talented people will only stay at your company for a season instead of two years. It’s important to invest in their success whether for however long they work at the company.
CFO in Finance (non-banking), Self-employed
Focus on creating a culture that is flexible, and tech-savvy, and allows them to feel like they have a purpose.  Gen Z wants to make an impact beyond the paycheck, they hate manual tasks, and they want greater flexibility and work-life balance than prior generations. 
CFO in Finance (non-banking), 51 - 200 employees
When it comes to the accounting profession, there are fewer people studying accounting right now so there is a real talent gap. A solution to this is larger companies can partner with the accounting departments at colleges and recruit people early on. Then when it comes to CPAs, the job consists of long hours and we’re seeing that accounting salaries can be lower than those of their counterparts in finance. So it can be a hard ask for people to enter the profession. You have to be able to meet them where they are and figure out what matters to them the most. Gen Z values DEI, a flexible work schedule, more vacation time, and feeling proud to work for the company. They want to feel like they are doing meaningful work and that their company is viewed in a positive light by their peers.

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