RESHAPING WORK CULTURE
Azka Khan
Nikita Rai
FROM THE DEAN’S DESK
It gives me immense pleasure to present the seventh edition of HR Xpress, the annual magazine of SAPPHIRE, the Students’ Association for Promotion of Personnel Management, Human Resources, and Industrial Relations at XLRI. The world is changing at an extremely fast pace, and we must keep abreast of the latest developments to adapt to this dynamic setting.
As XLRI celebrated 75 years of excellence last year, we are proud of XLRI’s pioneering role in promoting new ideas, bringing about change, and preparing the best talent for the industry. As the leaders in the field of Human Resource Management, we take the mantle of advancing the HR developments in the industry. Hence, I am delighted that SAPPHIRE has taken up an extremely interesting theme, “Reshaping Work Culture: Adapting to Gen Z and Millennial Expectations” for this edition of the newsletter. It is heartening to see young minds ponder over and voice their ideas on such current industry trends, as they have done in this edition.
DR. SANJAY PATRO
Dean (Academics), XLRI Jamshedpur
We continue to be driven by the spirit of ‘Magis‘- ever greater, ever better, excellence. It is this relentless quest for excellence that sets XLRI apart. The same spirit also runs through SAPPHIRE, as they celebrate their 35th anniversary this year. Over the past three decades, they have worked tirelessly to uphold the HR legacy of XLRI. I extend my best wishes to the team for the 14th edition of the National HR Conference. I also congratulate them on a job well done and wish them all the success in their future endeavours.
MESSAGE FROM OUR SECRETARY
SAPPHIRE was incepted 35 years ago with the vision of bridging academia and industry, and nothing champions this thought better than our annual magazine, HR Xpress.
The theme for this year is “Reshaping Work Culture: Adapting to Gen Z and Millennial Expectations”, a topic that has never been more relevant. With the dramatic shift in the workforce demographic that all organizations are witnessing, resilience through change is the need of the hour. Understanding what the new generation is looking for questions the foundation of how firms operate, from total rewards and hybrid work models to organizational structures.
This edition aims to discuss this from both academic and industry lenses. In its 7th iteration, it saw incredible contributions from esteemed HR leaders in the industry and the student and faculty community at XLRI in the form of some very insightful articles.
I am delighted to announce the official launch of this edition of HR Xpress at the 14th National HR Conference on the 1st and 2nd of February 2025. As the convener, I am profoundly impressed by the team’s efforts thus far, and I feel assured in their continued dedication towards pulling off these significant legacy events.
With the dramatic shift in the workforce demographic that all organizations are witnessing, resilience through change is the need of the hour.
Nikhil Devabhaktuni Secretary, SAPPHIRE
FROM THE EDITORS
On behalf of the Students’ Association for the Promotion of Personnel Management, Human Resources, and Industrial Relations (SAPPHIRE) at XLRI Jamshedpur, it is our privilege to introduce the 7th edition of our annual HR magazine.
It is with immense pride and excitement that we present this year’s edition, centered around the theme, “Reshaping Work Culture: Adapting to Gen Z and Millennial Expectations”. As the torchbearers of HR and IR at XLRI, the oldest B-school in the country, we carry forward our legacy of bridging academic insights with real-world industry practices. Over the past 35 years, SAPPHIRE has been at the forefront of fostering meaningful dialogues on cutting- edge HR trends, and this edition is yet another milestone in that journey.
The workplace is evolving at an unprecedented pace, fuelled by the expectations of Gen Z and Millennials who demand flexibility, purpose, and inclusivity. This shift necessitates reimagining traditional work structures, and our magazine delves into this transformation with thoughtful discussions on tech adaptation, gamification for engagement, hybrid and gig work models, and rapid upskilling initiatives.
We also explore vital aspects like wellness programs to combat burnout, reimagined compensation policies, and how diversity, equity, and inclusion (DEI) can shape workplaces into culturally sensitive and inclusive environments. These topics are not just trends but essential pillars for crafting workplaces that inspire and empower the workforce of tomorrow.
We sincerely thank Anvesh Chunduri, Head HR - Integrated Business Services at Nestlé, and Sampurna Ray, Lead - Talent and Culture at The HEINEKEN Company, for their insightful contributions to this newsletter. Our gratitude also extends to the administration, faculty, and the student community at XLRI for their unwavering support.
We believe this edition will ignite insightful conversations and encourage thoughtful reflections on navigating the dynamic workplace landscape while embracing the ever-evolving horizons of HR.
Happy Reading!
The workplace is evolving at an unprecedented pace, fuelled by the expectations of Gen Z and Millennials who demand flexibility, purpose, and inclusivity.
Yashica Lakhanpal
Gnyana Shri Chenna
Innovating Workplace Culture
Blend of Generational Perspectives
Sampurna Ray is an accomplished HR professional with over a decade of diverse experience in Talent and Culture management, Organizational Development and DEI. Currently leading Talent, Culture, and DEI initiatives at United Breweries Ltd., part of The HEINEKEN Company, she has previously worked at GE, where she played a pivotal role in global talent and organizational development. An MBA graduate in Human Resource Management from the Symbiosis Institute of Business Management, she combines strategic insight with a people-centric approach to enable organizations and individuals to thrive in dynamic, multicultural environments.
Sampurna Ray, Lead - Talent, Culture, and DEI, United Breweries Limited, part of The HEINEKEN Company
Work-life balance is a significant buzzword today, but Gen Z and millennials perceive it differently. In your experience, how have these generations redefined work-life integration?
Gen Z and millennials together make up about 80% of the organization right now with a little more than 20% colleagues who would be classified as Gen Z. A large part of this is the early career talent that has joined us in the last few years. That’s a big chunk, more than half the organization. Some of their preferences and needs, when it comes to work-life integration, are generational, but some are situational, regardless of the generation they belong to – instead depending on the context, the place, or the function they’re working in.
Taking a detour from work-life integration to talk about generational differences, I started my role here in the organization in Learning and Development, and I could see clear preferences in how learning was consumed or accepted. These were preferences in terms of, “I would like my learning in the way of work,” or “While I’m working, just teach me quickly to do something better,” versus a preference for, “Hey, let me take more time to learn to do this, give
me a classroom-based approach.” In my opinion, that was not a generational difference, as much as a difference of functional needs. Unfair to say that nothing varies across generations though. The speed and intentionality that I have seen people expect their careers to grow is different across generations. We’re seeing these, especially with early career talent in our Brewing Young Minds or our Global Graduate Program.
Coming back to work-life integration, I see commonality in needs and preferences based on people’s workplace – whether they are located at a brewery or in a sales office. And in this case, our functional or workplace needs unite us more than the workforce generation they belong to.
We have brought in a bunch of fantastic revisions to our leave policies and flexible working policies, to address and accommodate all these needs, and will continue refreshing them based on the needs of our people. Not just in India, but across the globe, we continue to keep a close eye on our annual Climate Survey results and the well-being index in it, and how it varies for colleagues in different age groups, tenures, locations and so on and so forth.
Given that Gen Z emphasizes upskilling and reskilling more than millennials, how does the Brewing Young Minds program at The HEINEKEN Company align with the differing expectations for continuous learning, career growth, and long-term engagement?
We started Brewing Young Minds in India in 2022 and are also now a part of the HEINEKEN Global Graduate Program. Our management trainees, engineer trainees, brewer trainees, and trainees in various other functions are all early career talent, who we have committed to providing a clear path to an accelerated career, learning, support, and transparency.
We have anticipated and are pleasantly not surprised at the asks for more transparency, lower power distance, and more access to leaders, and we are trying to make all of these happen with programs like BYM and GGP, alongside everything that one would expect from early career leadership development programs.
Not surprisingly, when you run a leadership development program for people who have been in the organization for a while versus an early career talent development program, the needs and asks of the program members are different but then again, also the same. It’s different because you have expectations of accelerated career growth learning, better connections, and more access to leadership. But at the same time, the needs are also timeless –who does not want growth and learning?
You mentioned that visibility and clarity around career progression are crucial for early career talent. Has this always been the case? How is Heineken fostering inclusive leadership to balance these generational differences? Is decision-making collaborative, or is it primarily led by top leadership?
As an organization, we are evolving with the times, being more inclusive in decision-making, and, as I said, reducing power distance. Decision-making is collaborative and we have forums at different levels coming together to discuss and collectively decide upon where to play, how to win etc. We have a strong Continuous Listening Strategy as well, to seek inputs, listen from various employee groups across HEINEKEN.
Some incredible interventions have been helping. HEINEKEN has a global program for People Managers called All-Inclusive Leadership, where we take them through nine tenets of inclusive leadership. It talks about how we can be more inclusive in our language and decision-making and what we need to do as a leader to create a better workplace for everyone. We are consciously redefining the face of leadership, the definition of, and expectations from leadership.
We have a DEI Council here in India, just as we do in other countries and operating companies in HEINEKEN. We have consciously tried to include people from various generations, experiences, genders, tenures, functions, and locations. So, we’re trying to consciously be inclusive in everything we do.
This also comes into play when we talk leadership development, succession planning and talent management in general. Our annual People Reviews has ambitious and exciting targets for Senior Manager representation of women, regional vs national representation, and diversity in various forms. Not shying away from these conversations and educating ourselves help us be inclusive. The face of leadership is changing because the face of the organization is changing every day too.
What do you find most challenging about bridging generational gaps in the workplace between Gen Z and millennials?
The speed and intentionality that I have seen people expect their careers to grow is different across generations.
When a company says, ‘do something that matters’ or ‘brew the joy of true togetherness to inspire a better world,’ the problem sometimes is that ‘better world’ or ‘true togetherness’ looks different to different people. With differing values and priorities, creating something meaningful that speak to everybody is the biggest challenge.
If you’re talking about doing something that matters, what would matter to you or me or a third person would be different. As such, trying to communicate authentically to a hundred thousand people, connecting with their values and priorities, creating a common sense of purpose, that’s the biggest challenge in my experience.
What advice would you offer to Millennials and Gen Z individuals preparing to enter the
workforce, as well as to HR professionals striving to make their organizations more appealing to these generations?
This is a difficult one, as giving advice usually is. I would suggest balancing tech-centricity with human centricity. It’s a bit of both that’s needed. As early career talent we are sometimes expected to come in with fresh ideas, solve a bunch of problems, know all the new things happening in the world, be adept at platforms and tools. If we can balance expectations of this tech-savviness with understanding people on a more meaningful level, connecting with people’s purpose, especially as we design and create solutions that impact them, we would hit the jackpot.
Nestlé, being a legacy organization with over 100 years in India, has a unique dynamic where multiple generations- Gen Z, millennials, Gen X, and baby boomers, work together.
INSIGHTS FROM NESTLÉ
Fostering
Multigenerational Synergy & Bridging
Generational Gaps
Anvesh Chunduri is a seasoned HR professional with over a decade of experience across manufacturing, startups, and global corporations. A 2013 graduate from the Tata Institute of Social Sciences with a master’s in HRM & LR, he has built a versatile career in HR and business roles. He spent six and a half years at Crompton, gaining experience in sales, HR, and factory operations, followed by two years in a gaming startup and a year in the chemical industry. For the past two and a half years, Anvesh has been with Nestlé, initially managing HR for a factory setup before taking on his current role as Head of HR for the Global Capability Center (GCC). Anvesh’s diverse journey highlights his strategic leadership and adaptability in evolving business environments.
How do you perceive the key differences in the workplace expectations between Gen Z, millennials and other generations?
In organizations like Nestlé, millennials are now stepping into or already occupying leadership roles. For Gen Z, however, this is a learning phase for most companies, including ours. We actively engage in internal discussions to understand their expectations, speak to people, and
evaluate or adapt our existing practices to stay relevant. The goal is to be seen as an employer of choice, especially among emerging talent from campuses.
Nestlé, being a legacy organization with over 100 years in India, has a unique dynamic where multiple generations- Gen Z, Millennials, Gen X, and baby boomers, work together. This generational diversity brings both challenges and opportunities, prompting us
Anvesh Chunduri Head HR, Integrated Business Services, Nestlé
to continually evolve and ensure alignment across our workforce.
How do you see the concept of leadership evolving to meet the expectation of the younger generations, as they often emphasize on collaboration and transparency. How do leadership dynamics come into play here?
Organizations often fall into the trap of stereotyping younger generations, assuming they seek only faster career growth or resist hard work. However, it’s essential to recognize that such generalizations don’t hold true for everyone. Instead of relying on assumptions, it’s far more effective to engage with the younger generation directly, listen to their aspirations, and incorporate their feedback into organizational practices.
The traditional top-down decision-making model is becoming obsolete. In today’s workplace, leadership must actively involve younger employees in shaping policies to retain talent and remain relevant. For instance, at Nestlé, we launched the Gen Z Council to give the younger generation a platform to voice their opinions.
This group, composed of employees across different functions, gathers insights into what matters most to them, with full sponsorship from senior leadership.
One simple yet impactful suggestion that emerged from this council was to avoid meetings on Monday mornings, giving employees time to plan their week and ease into work. As a result, Monday mornings are now officially designated as no-meeting hours across Nestlé India. While not adhered to perfectly, this initiative significantly reduced the number of Monday meetings and demonstrated the company’s willingness to adapt based on employee input.
Moreover, Nestlé recognizes that employees’ needs vary across life stages. For example, Gen Z employees might value flexibility to pursue personal interests. Millennials may require work-life balance to manage young families, and older employees might prioritize health and wellness. By tailoring policies to accommodate these diverse needs, we strive to create an inclusive workplace that supports employees at every stage of life.
This approach underscores the importance of
Leadership
actively
adaptability and active listening in building a thriving, multigenerational workforce.
What are certain non-negotiables for creating a people first culture that appeals to both the generations or all the generations? What are certain things that should not be compromised upon, or some things that are kept in mind to make sure that people first culture is adopted in an organization?
In today’s competitive landscape, the true differentiator for any organization is its people- their commitment, inspiration, and willingness to contribute meaningfully. While processes can be replicated, it’s the culture and engagement of the workforce that define long-term success.
A key factor in achieving this lies in fostering a workplace where employees are connected both emotionally and intellectually. It’s not just about the number of hours worked but the value derived from those hours. This connection can only be cultivated when employees feel respected and valued, which is why respect forms the cornerstone of many organizations’ values, including Nestlé.
Living these values consistently, especially during challenging times, is what truly sets an organization apart. For instance, during the 2015-16 Maggi crisis, Nestlé upheld its commitment to its employees by ensuring wages were not deducted, even when factories temporarily halted production. Similarly, during COVID-19, Nestlé pledged to cover the education of employees’ children up to graduation in case of unforeseen circumstances. These actions, while financially demanding, demonstrated unwavering support and built immense loyalty.
Organizations that genuinely embody their values through consistent practices, whether during good
Gen Z employees often exhibit a sense of urgency in career progression.
times or crises, gain the trust and dedication of their workforce. This consistency ensures that employees remain loyal, engaged, and motivated to contribute to the organization’s success. It is this alignment of heart and mind that transforms a workplace into a peoplecentric, enduring institution.
How can organizations ensure that the values and priorities of Gen Z and millennials are incorporated into longer-term strategic goals without actually alienating other generations? How does Nestlé ensure this?
Managing a multigenerational workforce, especially in a company like Nestlé, presents unique challenges and opportunities. This dynamic exists not only among white-collar employees but also within blue-collar roles, where aspirations and expectations vary significantly.
For instance, Gen Z employees, both white and blue collar, can exhibit a sense of urgency in career progression, unwilling to wait years for advancement opportunities. If these expectations aren’t met, they are ready to seek alternatives elsewhere. At the same time, business needs require employees to spend adequate time in roles to deliver meaningful contributions. Striking a balance between these needs is crucial.
To address this, Nestlé has introduced initiatives like mentoring programs, career conversations, and shortterm strategic projects (missions). These allow employees to engage in meaningful work beyond their primary roles while meeting organizational goals. Such initiatives provide growth opportunities without disrupting business continuity.
Cultural shifts also play a role in fostering inclusivity and adaptability. For example, Nestlé moved from a formal dress code to a more flexible approach where employees can dress in what’s comfortable yet workplace-
appropriate. Similarly, regarding work models, Nestlé adopted a hybrid approach which isn’t viewed as a definitive solution but as a flexible framework that evolves based on what works best for the organization and its employees.
Ultimately, fostering open, ongoing conversations and experimenting with new ways of working is key. While there’s no perfect formula, adaptability and a willingness to align aspirations with organizational realities are essential for sustaining a thriving, multigenerational workforce.
What lessons have you personally learned about fostering meaningful connections with Gen Z and millennials in the workplace? How has that impacted your approach as an HR professional? Also share any advice that you have with anybody who is preparing to enter the workforce as an HR professional.
Authenticity in conversations and meaningful relationships are crucial when engaging with the workforce, particularly Gen Z.
Despite stereotypes about short attention spans, Gen Z is confident, goal-driven, and appreciates transparent communication. Openly discussing what is achievable and collaboratively finding solutions fosters trust and engagement. The traditional “carrot and stick” approach is outdated, as this generation values purpose and clarity
over superficial incentives.
Millennials have already stepped into leadership roles, shaping organizational narratives, and Gen Z is following closely, progressing into impactful positions at an accelerated pace. Their confidence and ability to drive change make them well-suited for leadership roles earlier in their careers.
For aspiring HR professionals, it’s important to focus on fundamentals and disregard stereotypes about HR’s role. Managing people challenges remains a top priority for business leaders, requiring as much attention as marketing or operations. The notion of HR earning a “seat at the table” is outdated; organizations already recognize the strategic importance of HR, reflected in the resources they allocate to it.
Key values such as integrity and transparency are essential for success in HR, as they build trust and credibility. Additionally, gaining business acumen is vital for aligning HR strategies with broader organizational goals. HR professionals who understand business challenges and connect them to people strategies can make a meaningful impact. Ultimately, HR is not a support function but a strategic driver of organizational success. Authenticity, adaptability, and a focus on creating value are key to thriving in this evolving role.
FACULTY CORNER
BURN NOT
BRIGHT, OUT
“
Ultimately, the onus to help Gen Z “burn bright, not out” doesn’t rest on their shoulders alone. As educators, managers, and allies, we must offer them the tools, be it technology, mentorship, or spiritual exploration, to keep them inspired.”
Dr Chirag Dagar
Assistant Professor, XLRI
Picture the bustling corridors of an institution, the workspaces of multinationals, or scroll through social media, and you’ll see it: Gen Z has not merely arrived; they have firmly taken center stage. This is not just the future workforce in the making; this is Gen Z, a cohort that, according to Bloomberg, already makes up 32% of the global population, surpassing millennials. They’re our next leaders, policymakers, activists, and entrepreneurs, and they’re carrying the weight of a rapidly changing world.
And with their immense potential comes a phrase most of us recognize from our friendly neighbourhood Spider-Man: “With great power comes
great responsibility.” Here, the responsibility is twofold: Gen Z carries the weight of leading tomorrow’s businesses and communities, and the rest of us, i.e., teachers, mentors, employers, and peers, are responsible for nurturing them so they can thrive, not burn out.
Yet, the headlines and personal stories emerging from young people paint a concerning picture. The American Psychological Association (APA) reports Gen Z being more prone to anxiety & depression than earlier generations. Similarly, as per McKinsey, 25% of Gen Zs shared they feel more emotionally distressed, which is nearly double the rate reported by millennials and Gen X. Why does this matter? Because when Gen Z is in crisis it has ripple effects across families, schools, & workplaces.
Clearly, the situation demands urgent, multifaceted measures. For that, we must understand Gen Z to formulate effective interventions. Considered as “digital natives”, technology and the internet are woven into their daily lives. Interestingly, while Gen Z individuals show higher rates of behavioral-health diagnoses, they are also less likely to seek traditional treatment. Instead, they tend to consult social media, e.g., Reddit threads, TikTok videos, Instagram therapy reels, or installing mental health apps for on-the-go support. While it’s tempting to dismiss digital avenues as less formal, they signify a massive opportunity:
• Wearable tech like Oura Rings or Whoop Bands can help biohack stress by monitoring biomarkers (e.g., heart rate variability) and provide feedback.
• Creative, tech-driven interventions can include AIbased “listening buddies,” personalized 24/7 mental health support via AI-driven assistants (Woebot and Wysa), and virtual support groups through AI-based peer matching.
• Reliance on technology can blur boundaries between work and personal life. Tech-free hours or using mindful apps/tools like “Forest” can facilitate digital detox and mindful use of tech.
Gen Z prioritizes purpose over paychecks. Research by Deloitte reveals that 42% of Gen Z employees seek roles that align with their values and allow them to make a difference.
• Job crafting opportunities and methods can help them reshape their roles to better align with their interests and strengths to foster a sense of ownership.
• Social Impact Projects can help engage in corporate social responsibility (CSR) initiatives—like volunteering or sustainability efforts—which can enhance workplace meaning.
Spirituality, although untapped, stands out as another path for their wellness. Interestingly, surveys show that while only about half of Gen Z leans on formal religious faith, a notable 77% consider themselves spiritual. They describe their spirituality as inclusive and adaptable, seamlessly integrating meditation, mindfulness, and other cross-cultural practices into their daily routines. Herein, the positive effects of spiritual practices on mental health and stress reduction have been noted.
• Yoga and Meditation programs can promote relaxation and emotional regulation.
• Reflective practices enable focusing on positive experiences, improving resilience. Organizations can integrate emotional intelligence with contemplative practices through initiatives like “Search Inside Yourself, Google’s three day course on emotional resilience and self-aware leadership.”
Ultimately, the onus to help Gen Z “burn bright, not out” doesn’t rest on their shoulders alone. As educators, managers, and allies, we must offer them the tools to keep them inspired. Yes, Gen Z wields great power, but remember: with that power also comes a collective responsibility to ensure they shine their brightest. Let’s embrace this moment as our Great Reset, where prioritizing wellness becomes not just a slogan, but an everyday reality.
SPEAK UP
Anshi Pandey
“The boss is always right” is one of the notions that corporations are abandoning as younger generations take center stage in the workforce. A notable example is Deepak Parekh, chairman of HDFC, who urged company secretaries to adapt to this culture, enabling trust between the board and the regulators.
His speech during the 21st ICSI National Awards for Excellence in Corporate Governance highlighted the
growing prominence of ‘speak up’ culture.
This shift from a power dynamic driven culture within the companies that enforces compliance to a culture that focuses on transparency at all employee levels can be attributed to two reasons:
Increased focus on ethics: Companies like Ericsson have been redefining their operations to prioritize accountability and ethical practices. Organizations aim to build credibility and trust internally and externally by embedding these values.
Changing workforce dynamics: As the millennials and Gen Z become dominant in spending prowess or workforce composition, they are drawn towards companies that can boast a workspace that provides psychological safety and a transparent culture.
These factors work in tandem, the second becoming the push for the first. However, much must be said about how an organization can promote such a culture.
The first step is to communicate the change top-down. The behavior of upper management cascades down as ‘culture’ across the organization. Actions such as an open floor for people to contribute their ideas, providing feedback, and open reasoning for why the organization works a certain way demonstrate a commitment towards less power distance, thus enabling a “speak up” culture. Such actions also contribute towards ensuring psychological safety for the employees. Another way I’ve observed companies doing the same is by getting rid of honorifics and using first names. Google’s “ Thank God It’s Friday” meetings are designed to create a safe space.
The second and perhaps the most crucial step is taking action. It is necessary to respond to feedback, regardless of its nature. Training is essential to make employees understand how they are enablers of company standards and the cornerstones of ethical conduct since top-down actions aren’t always enough.
Beyond the company ethos, the documentation must reflect the intentions. Companies with robust internal mechanisms for disciplinary action, and whistleblower policies, are better equipped to foster a culture that encourages employees to raise grievances or wrongdoings.
While these steps may seem cumbersome, especially when the organization is working well, there are many benefits associated with creating such a culture.
There is a demand for such a shift. The newer generations are likely to leave organizations that don’t uphold such principles, and the consumers can boycott such companies if their practices don’t align with their expectations.
Actions such as an open floor for people to contribute their ideas, providing feedback, and open reasoning for why the organisation works a certain way demonstrate a commitment towards less power distance, thus enabling a “speak up” culture.
Perspectives: A culture encouraging open dialogues invites diverse perspectives. This enhances the employee satisfaction levels and morale, directly impacts the bottom line.
As we witness companies worldwide adapting to a culture that empowers employees, we observe a lot of changes. Actions previously been tolerated are now being remedied and corrected, signalling a cultural transformation that might extend beyond workplaces,
These practices not only enhance the company’s reputation, but by aligning with the expectations of the newer generations, the companies remain competitive in attracting the best talent & staying relevant for a future that emphasizes on inclusive and ethical practices.
RESHAPING WORK CULTURE
Adapting to Gen Z and Millennial Expectations
A tabletop conversation with my dad after I joined my first corporate firm in 2022 was about how the walls’ colours of a corporate office change every 18-20 years. It was a queer observation. The firm’s Mumbai office in the late 1990s had wood-panelled walls. Today, it has engineered partition walls and essentially “open” rooms with no cubicles. In sharp contrast, I observed that my client, a sarkari bank, had the same wood-panelled walls with minimal décor on the bare cemented walls. On every floor there were closed cabins. If there were any open spaces, they were filled with rows of computers separated by a laminated countertop. We can see the same approach to generational diversity in the two organizations.
Millennials have flooded into organizations, bringing expectations for flexibility, purpose, and recognition.
Managing tasks at the workplace is less about clocking in and more about empowering the workforce.
It is not the walls that have changed. The very work culture has reshaped the way the future is perceived. In a world of modern technology, having a degree is not a
preamble to earning money. It is the era of monetizing your talents and skills without turning them into a commodity you can barter for income. The rise of the ‘Protean Career,’ a term coined by psychologist Douglas Hall, represents a career contract in which careers are flexible, dynamic, and managed by the individual instead of the organization. These individuals wanted to be selfdirected, and value driven. People today prefer to align themselves with organizations that resonate with them rather than adjust in the corporate rat race. Gen Z has lived through a worldwide recession and a pandemic –the need for a sustainable, self-directed career is more imperative now than ever.
Millennials have flooded into organizations, bringing expectations for flexibility, purpose, and recognition. Managing tasks at the workplace is less about clocking in and more about empowering the workforce. A young graduate today has far greater freedom to craft their career than someone from 25 years ago. I had a conversation with an ED at Accenture who mused about how Gen Z today demands that students choose to study Python or Oracle. The same Millennial grad years ago was simply happy they landed a computer job. One cannot use the same philosophy that worked on millennials with the Gen Zs. The former demands discipline and flexibility, and the latter demands individualism and transparency. The former would work extra hours for the credit; the latter would chase another dream in their off time.
Manasi Shankar
Deloitte’s 2024 survey of 22000+ respondents over 44 countries has estimated that 86% of Gen Zs say that a sense of purpose is essential to overall job satisfaction, while for millennials, it is 89%. Almost 50% of Gen Zs have rejected assignments based on personal beliefs, whereas 43% of millennials have done the same.
Digital fluency at the workplace is the singular defining characteristic of Gen Zs, and it is no longer an advantage – it is an expectation. Technological advances in ARVR aim to give an immersive office experience without compromising on hybrid work mode. AI is set to displace all algorithmic jobs and carve new ones. Collaboration metrics are now judged on outcomes rather than hours logged. Gen Z demands open and honest Inclusion practices and mental health initiatives. This is not just a bandwagon but a warcry for social consciousness.
Millennials pioneered social media and digitalization. Their employers expect to reward them with career advancement and support in their crafts. Raised by
baby boomers who lived through economic prosperity, millennials exhibit an idealistic work mindset. They desire flexibility and a balance between work and personal life.
So, is this face-off a battle between differing mindsets, or is it a cultural resistance? Corporations like Accenture have stressed the importance of having individual and team goals to streamline working with multiple generations. Atlassian, known for its playful culture, has initiatives that allow employees to work on any project they want for 24 hours. IBM has pioneered reverse mentoring programs that assist the older generations in attaining digital fluency. General Electric has multigenerational workforce initiatives with a focus on Inclusion and Diversity. Access to ergonomic setups, physical and mental health initiatives, a curated individual career plan, and a sustainable social consciousness are a few of the loci that organizations must adopt.
The workplace has transformed. Careers are no longer a series of steps; instead, they are an empty canvas.
BURNOUT IN THE GEN Z WORKPLACE
There has been a shift in workplace culture with the arrival of Gen Z in the workforce; new perspectives on things are knocking at the door, and expectations are high. Unlike previous generations, Gen Z is no stranger to voicing its needs, is swift to recognize toxic conditions, and places substantial emphasis on mental well-being compared to traditional markers of success. As organizations adjust to these shifting demands, burnout has surfaced as a challenge that needs urgent attention.
Burnout is not a new phenomenon. However, the form it takes with Gen Z employees is uniquely affected by their dynamic lifestyle and values. Gen Z prefers to adopt a fluid approach to balancing their life and career, so they
Organizations must acknowledge that while high performance is crucial, sustainable productivity can only be achieved when employees feel valued and supported. This calls for creating a culture in which taking breaks, drawing boundaries, and prioritizing health are accepted.
Varsha Vaidywan
delay family planning. This makes them more likely to be overworked and susceptible to ‘hustle culture.’ For Gen Z, burnout isn’t only about being utterly drained physically, but it’s closely associated with mental and emotional well-being.
The Two Schools of Thought Regarding Burnout:
Burnout has two basic understandings. The first view is that people consciously opt for industries that stretch them to their limits—from finance and consulting to startups. Such sectors come with huge benefits but with losses in work-life balance. In such cases, burnout becomes almost a trade-off for success.
On the other hand, the second perspective emphasizes the employer’s responsibility to create a supportive work environment that prioritizes employee well-being. Both perspectives make sense for our context, but the key is to strike a balance.
Organizations must acknowledge that while high performance is crucial, sustainable productivity can only be achieved when employees feel valued and supported. This calls for creating a culture in which taking breaks, drawing boundaries, and prioritizing health are accepted. Employees who have consistently brought value should be permitted the opportunity to transition into roles with less workload without fear of stigma. Such changes are easier said than done, especially in industries that rely on long working hours for survival.
Health Impacts of Burnout
The effects of burnout go beyond the workplace. A lot of the problems now surfacing are on physical health grounds, such as heart problems, chronic backache, and strained eyes. Psychological effects are far worse, where cases of anxiety and depression are soaring, and even suicidal tendencies due to job stress among employees have become rampant. These trends suggest that it is time for individuals and organizations to take counteractive measures to combat burnout.
Steps to a Culture Resilient to Burnout:
• Workplace Culture Must Incorporate Initiatives on Mental Health: Initiatives that must be part of workplace culture by employers include the availability of counselling services, open avenues for communication, and training the managers to look for signs of burnout.
Gen Z prefers to adopt a fluid approach to balancing their life and career, so they delay family planning. This makes them more likely to be overworked and susceptible to ‘hustle culture.’
• Adaptive Work Policy: Gen Z only works best when the work environments offer flexibility, whether in hybrid working or adaptive schedule.
• Reward Without Overloading: Performancebased rewards are important but should not be at the cost of employee health—reward effort in ways that also promote balance.
• Health and Wellness Programs: Initiatives like yoga sessions, ergonomic workplace setups, and regular health check-ups can address physical and mental health concerns.
• Encourage Boundaries: Employees must feel empowered to disconnect after work hours without fear of reprisal.
This is a very multifaceted issue that needs coordination between the individual and the organization. It demands that the organizations up their game, as the promise of innovation and change that Gen Z comes with would demand the same, so the workplace practices need to evolve as well. This could be done by developing a wellbeing culture or limiting burnout and tapping into this new generation.
GAMIFICATION: THE NEW WAY OF ENGAGEMENT
“Gamification”, a word that seems to be growing ever more popular by the day. With the new generation, Gen Z, entering the workforce in more significant numbers, the term is going to resonate better within the workplace as time passes. Over time, multiple organizations have embraced the positive potential of gamification. This article will explore some such adaptations and the future of this “new way of doing things.” Let’s have a closer look.
Some early adapters:
Marriott ran a game called “My Marriott Hotel,” which allowed candidates to simulate and manage a fictional hotel business of their own. Candidates who did well in the simulation would get further in the interview process. It sounds very similar to some recruitment games nowadays for various top organizations.
Arya Bhattacharyya
Cisco uses gamification in various programs, notably in its Learning and Development programs. They started with the gamification of training their employees to successfully leverage social media across different business verticals, like marketing, sales, HR, etc. Over time, their L&D gamification program has spread to other use cases across the organization.
Deloitte’s gamification of its onboarding process has been well-received by its new joiners. The game includes a mixture of team-based and individual tasks that help new joiners learn about collaboration and encourage a sense of belonging as soon as they join.
The game also features a virtual tour of Deloitte offices across locations, where the players can interact with other employees at those offices and learn more about
the organization’s culture.
Why Gamification?
Gen Z is a digital native generation that has been exposed to various video games and competitive forms of entertainment via digital platforms for most of their childhood. Considering the same, their resonance with the idea of gamification to add the element of fun to their work is no surprise. Gamification in the workplace is indeed shown to offer a multitude of benefits. As per a blog (Engaging Gen Z in the Workplace through Gamification - ZIZO, 2024) by a workplace gamification software provider, the benefits, as described by various research and business intelligence reports, are as follows:
• Increased Productivity
• Enhanced Employee Engagement
• Better Performance Management
• Reduced Turnover Rates
• Data Centralization and Insight
• Fostering a Culture of Continuous Improvement
Moreover, since the generation has higher levels of alignment with such engagement, it can also be used to promote wellness programs in organizations, which can help employees avoid a sedentary lifestyle and cope with
stress better, along with a host of other benefits to their immediate families and societies they are a part of. As per a blog (Gamification in HR: 5 Examples and 6 Benefits - Semos Cloud, 2024) by a company connecting people, culture, and skills, such a game can be developed where players are, “collecting points or badges, individually or as a team, for being physically active. For example, employees can connect their smartwatches to tracking software and compete to see who walks more. They can solve quizzes, participate in company challenges and finish games that contribute to a healthy workplace culture”.
Since the generation has higher levels of alignment with such engagement, it can also be used to promote wellness programs in organizations, which can help employees avoid a sedentary lifestyle and cope with stress better
Some Considerations:
Avoid superficial implementation: Although gamification appeals to Gen Z, its adoption must be meaningful and not merely superficial. Poorly designed gamification could be perceived as inauthentic, inevitably leading to disengagement.
Ensure fairness and transparency: Gen Z values fairness and transparency. Gamified systems need to be designed to ensure equitable opportunities for recognition and rewards.
With the proportion of Gen Z employees set to rise only in the coming years, the stage is set for organizations to re-envisage the workplace and the employee value proposition!
THE MATRIX OF LEADERSHIP
REDEFINING REALITY IN THE WORKPLACE
In today’s knowledge economy, organizations must pivot from a “keep ‘em at all costs” mentality to cultivating a thriving ecosystem.
Sana Samreen
Millennials and Gen Z, the digital natives, have traded the siren song of stability for the pursuit of purpose. They have swapped security blankets for self-actualization, seeking workplaces that nourish their souls as much as their bank accounts. It is a race to the zenith, and these cohorts, known for their ambition and impatience, demand a leadership style that moves beyond the “command and control” playbook.
So how does an organization navigate this shifting landscape of employee expectations? Tenure, once a badge of honour, now resembles a relic of the industrial age. The average employee tenure has plummeted from a leisurely 8.25 years in the 1970s to a breakneck 2.5 years today. This is not a crisis of loyalty; it reflects a workforce that values growth, purpose, and a sense of belonging far more than a ticking gold watch.
Research reveals that these cohorts crave leaders who are less “boss” and more “guide,” less “dictator” and more “facilitator.” They seek leaders who embody the spirit of collaboration, where ideas are not just “pitched” but “co-created.”
For instance, companies like Zomato have embraced this ethos by implementing flat organizational structures that encourage open dialogue and innovation among employees at all levels. This approach fosters an environment where creative solutions flourish, and employees feel empowered to contribute.
This evolution in leadership expectations is further supported by data. A recent Gallup survey found that only 21% of employees strongly agree that their leaders create an environment where they can do their best work. This statistic underscores the
disconnect between traditional leadership styles and the needs of today’s workforce. Younger generations are seeking leaders who prioritize their growth and development, provide meaningful feedback, and create a sense of purpose within the organization.
However, focusing solely on employee retention misses the bigger picture. In today’s knowledge economy, organizations must pivot from a “keep ‘em at all costs” mentality to cultivating a thriving ecosystem. It is about building a robust talent pipeline—attracting and nurturing a diverse pool of talent—a veritable “human capital” that can navigate the complexities and skill demands of the modern world.
Take, for instance, TCS (Tata Consultancy Services).
Their “TCS Elevate” initiative focuses on continuous learning and professional development tailored to individual career aspirations. Over 300,000 employees have participated in various upskilling programs since its launch, giving positive feedback on the ability of the program in enhancing their capabilities in emerging technologies like AI and cloud computing. This not only prepares employees for future challenges but also aligns with their desire for personal growth.
Let us face it—the traditional concept of a 9-to-5 workday is becoming increasingly outdated. The rise of the gig economy, coupled with remote work’s prevalence and the growing desire for work-life balance, has led to a redefinition of productivity. PwC’s 2022 report indicates that in India, Gen Z is 33% more likely to ask for reduced working hours compared to Millennials. Organizations must adapt by offering flexible work arrangements that support employee well-being while recognizing that productivity is not solely measured by hours spent in an office.
Infosys did with “InStep,” which connects interns with real-world projects while fostering skills relevant to their future careers. Since its inception, over 1,500 interns have gained hands-on experience through this program, demonstrating how organizations can cultivate talent while preparing them for future challenges.
Gen Z places immense importance on company culture and ethics compared to previous generations. According to NASSCOM’s findings, 83% of Gen Z employees are willing to quit organizations lacking robust diversity, equity, and inclusion (DEI) policies.
Organizations must showcase their commitment to these values through transparent practices and open communication channels. Companies like Godrej have launched initiatives focused on enhancing workplace inclusivity and promoting mental health awareness among employees. Their “Godrej Good & Green” initiative not only emphasizes sustainability but also fosters an inclusive culture where every employee feels valued through the company’s CSR activities.
Leaders who can adapt to this new reality—prioritizing employee growth and well-being while embracing flexibility—will be best positioned to thrive in the years to come. As we navigate this new era of work, how we think about talent management will define our success or failure in addressing these complexities.
As HR professionals, it is crucial to develop talent through structured mentorship programs like what
As organizations grapple with these evolving expectations from Millennials and Gen Z in India, leaders who proactively identify and nurture potential candidates while embracing flexibility and inclusivity will position their companies for success in an increasingly competitive landscape. The future belongs to those who recognize that work is not merely a place we go but an integral part of our lives—a call to action for employers ready to adapt or risk being left behind in this rapidly changing world.
RAPID UPSKILLING AND RESKILLING
Building Agile, Innovative, and FutureReady Workforces
Vivek, a seasoned marketing professional at a multinational company, was feeling uneasy. He had been a star performer for his firm for the past few years and had driven numerous successful social media campaigns. However, in the last year, the company decided to implement marketing analytics to design the campaigns. His initial reaction had been dismissive. Indeed, no analytics tool could trump his vast experience! But things didn’t go as per expectations, and fresh recruits who were trained at this had shown consistently better results. Suddenly, his traditional skills seemed outdated, and he was struggling to keep up with automated tools and machine learning algorithms. Vivek represents millions of Millennials and Gen Z today who face a mounting challenge - keeping their skills relevant in an era of rapid technological change.
In today’s dynamic workforce, rapid upskilling and reskilling have become critical to survival. With the evolution of AI and shifting industry demands, entire job categories have been redefined, and industries are changing at a breakneck speed. Employees need to adopt upskilling as a part of their lifestyle in order to stay relevant. It is not AI itself that will replace them. Rather, it will be the people who are adept at using these new tools and bring higher productivity and efficiency to the same role.
Especially for Millennials, this change might seem harder as they come with industry experience where technology might not have been an intrinsic part. But the pace
of change is relentless; new roles are being created just as quickly as others are becoming obsolete. Employees must consistently stay ahead of the innovation curve in order to increase their worth.
The demands of the workforce are also seeing a clear shift. According to a LinkedIn Learning study, 59% of Gen Z workers and 55% of Millennials prioritize learning new skills over job security. Learning today has become a continuous, self-directed process, and it is no longer confined to formal education systems. Digital platforms like Udemy and Coursera have tapped into this need, offering flexible, on-demand courses. However, the real insight is that it’s not just about access to these resources but about cultivating a culture where learning is seamlessly integrated into daily work life. Companies need to create an environment where curiosity itself is rewarded.
The company culture must also accommodate different approaches and learning styles in the workforce. For Millennials, courses might be more effective, while Gen Z might prefer on-the-job assignments. HR professionals need to carefully craft workplace policies in order to foster a healthy culture of learning. This is intrinsically linked with retention as well as recruitment practices in the coming years. Just hiring new talent might not be enough. Companies need to ensure their existing workforce is equipped to handle emerging challenges. Experienced professionals like Vivek have more industry experience and can bring a lot more value to the table once they
Ananyo Sharma Roy
are equipped with tech knowledge. It is more cost-effective in the long run for organizations to invest actively in workforce development. Amazon, for example, launched its “Upskilling 2025” initiative, committing $700 million to retrain employees in critical areas like cloud computing, cybersecurity, and AI.
Reskilling involves not just offering training but making sure it is done in a personalized and agile way. Millennials and Gen Z today demand tailored upskilling paths that align with the immediate needs of both the employee and the organization. Microlearning has become a popular tool among young workers. This involves short, targeted learning sessions that can be completed in minutes and instantly applied at work. Thus, companies need to provide challenging assignments with microlearning opportunities that can directly address skill gaps in real-time and have immediate impact.
A major fear associated with tech advancement is losing
out on creativity or excessive automation, which leads to the development of faulty strategies. Companies today need employees who display an entrepreneurial nature at work. They need to take ownership of situations and processes. Mere surface-level learning of new tools is not enough, and critical thinking is crucial. Adopting a multi-dimensional view to upskilling, which includes the ability to enhance AI outputs through creativity as well as developing skills like emotional intelligence, is critical.
For Millennials and Gen Z, the agility to acquire new skills is becoming the defining feature of a successful career. Lifelong learning and multiple career changes will become the norm.
Corporates can only thrive when the top executives become the drivers of learning through their own journeys and foster a learning-oriented environment. Reskilling drives innovation, and companies that provide this career guidance will be the ones with the best talent.
BROADENING THE SPECTRUM RETHINKING WORKPLACE INCLUSIVITY
The Business Case for DEI: More Than a Moral Imperative
Diversity, Equity, and Inclusion (DEI) are not only ethical imperatives but also significant drivers of business performance. McKinsey & Company’s research indicates that companies in the top quartile for gender diversity on executive teams are 25% more likely to experience above-average profitability compared to those in the fourth quartile. Additionally, diverse teams are 87% better at making decisions, highlighting the value of varied perspectives in achieving superior business outcomes.
Yet, despite these compelling insights, the implementation of DEI strategies often feels constrained - focused predominantly on gender, age, or ability. Such a narrow lens, while critical, overlooks vast opportunities presented by embracing non-traditional talent pools.
“Diversity and inclusion cannot simply be delegated to one individual. That is a cop-out. It should be on the CEO’s plate as a priority and central to the HR agenda.”
–
Indra
Nooyi,
Former CEO of PepsiCo
The Misstep of a Limited View
For many organizations, diversity is a checkbox exercise, confined to categories that are easy to measure or address. This approach, however, often excludes groups whose unique experiences translate into remarkable value for the workplace. By failing to recognize this potential, businesses limit innovation and resilience.
Consider veterans who excel under pressure, failed
entrepreneurs equipped with lessons in resilience, athletes who embody discipline and strategy, and cancer survivors who redefine adaptability. These are the stories of lived experiences that can transform organizational culture, yet they are often sidelined in recruitment and inclusion strategies.
“We say we want to empower the world, everyone, and every organization. That means we have got to look like everyone and every organization in the world.”
– Satya Nadella, CEO of Microsoft
Expanding the Talent Narrative
Organizations that rethink inclusivity often discover talent in unexpected places. Here’s how diverse life experiences can strengthen business outcomes:
• Veterans bring unparalleled crisis management and leadership skills. Programs like Amazon’s Military Pathways tap into their operational expertise, enhancing industries like healthcare and logistics.
• Failed Entrepreneurs are proven problem-solvers. Firms such as Tesla actively recruit these individuals for their capacity to innovate and embrace calculated risks, turning past setbacks into future successes.
• Athletes demonstrate unmatched focus, strategic thinking, and perseverance. Through initiatives like Nike’s partnership with the International Olympic Committee, transitioning athletes are finding corporate roles where these attributes thrive.
• Cancer Survivors and Individuals with Chronic Illness epitomize resilience. Companies like Johnson & Johnson are not only embracing their talents but are
Piyush Rai
also fostering empathy and emotional intelligence within leadership through survivor networks.
Broadening the definition of inclusivity also means shifting away from rigid qualifications. Google’s Grow with Google initiative, for example, emphasizes skillbased hiring, allowing candidates from nontraditional educational backgrounds to contribute meaningfully.
Inclusion as a Catalyst for Innovation
The transformative power of inclusivity is not merely anecdotal—it is backed by tangible outcomes. Consider the following examples of companies leveraging diversity to drive measurable success:
• Salesforce’s Autism@Work Program: Salesforce has pioneered inclusive hiring for neurodiverse individuals through its Autism@Work initiative, launched in 2019. While specific metrics related to customer satisfaction aren’t publicly detailed, the program is part of a broader effort by companies like SAP and Microsoft, where such initiatives have shown marked improvements in team innovation and employee retention rates
• Unilever’s Family-Friendly Policies: Unilever has implemented several progressive policies to support caregivers, including enhanced parental leave, flexible work arrangements, and on-site childcare options. These initiatives contributed to Unilever’s ranking among the top employers in several global surveys, reflecting improved employee satisfaction and retention
• Deloitte Australia’s Inclusive Workplace Practices: Deloitte Australia emphasizes diversity and inclusion through initiatives aimed at fostering neurodiversity and diverse leadership. A report by Deloitte notes that organizations with inclusive cultures are twice as likely to meet or exceed financial targets and six
times more likely to be innovative and agile.
These examples underscore the need for companies to embrace diverse perspectives—not just as a moral stance but as a business imperative.
The transformative power of inclusivity is not merely anecdotal—it is backed by tangible outcomes.
A Blueprint for Broader Inclusion
To redefine inclusivity, organizations must move beyond superficial metrics:
• Rethink recruitment: Emphasize transferable skills and life experiences over conventional credentials.
• Encourage collaboration: Diverse, cross-functional teams unlock creative solutions and drive innovation.
• Adapt policies: Offer flexible arrangements for employees balancing caregiving responsibilities or health challenges, ensuring equal opportunities for all.
“We have a very diverse environment and a very inclusive culture, and those characteristics got us through the tough times. Diversity generated better strategy, better risk management, better debates, and better outcomes.”
–
Alan Joyce, CEO of Qantas
Conclusion: From Margins to Mainstream True workplace inclusivity demands a shift in mindset— from viewing diversity as a checkbox to understanding it as a gateway to growth and innovation. By expanding the definition of diversity to include veterans, entrepreneurs, athletes, and survivors, companies can transform their culture and performance. In a world marked by complexity, the organizations that succeed will be those bold enough to broaden the spectrum.
Anmol Singla
This generation is drawn to contract and freelance work because it gives them the flexibility to select their tasks, manage several sources of income, and balance their personal and professional lives.
RE-IMAGINING THE WORKPLACE GEN-Z & GIG WORK
The latest generation
Generation Z (Gen Z) is currently the largest generation to have ever lived in India, numbering over 377 million. This younger and vibrant generation is not a monolithic bunch; instead, their distinct viewpoints and growing purchasing power are changing the nation’s economic environment. With an entrepreneurial spirit, they are paving the way for social transformation and accelerating India’s ascent to prominence in the world economy.
Understanding the Aspirations
Flexibility and varied skill development are essential to Gen Z, the generation forming today’s workforce, according to a recent survey conducted by the social discovery app Hunch. Their increasing predilection for moonlighting and taking on extra work outside of their core employment or studies reflects this. They can pursue their passions, learn new things, and increase their income by moonlighting. The poll’s findings were unambiguous: out of 2,071 Gen Z voters, 71.4% supported moonlighting as a beneficial career tactic. According to the survey, moonlighting allows Gen Z to follow their passions and develop a broad range of skills.
Not everyone adopts this side-hustle lifestyle, according to the Hunch poll. Although they acknowledged the possibility of upskilling, 17.4% of respondents were confused about handling the workload and about moonlighting. A further 11.2% indicated that they would rather be experts in their primary field, implying that moonlighting could weaken their focus and prevent them from developing their knowledge.
Gig Economy
The gig economy is growing thanks in part to Gen Z. This generation is drawn to contract and freelance work because it gives them the
flexibility to select their tasks, manage several sources of income, and balance their personal and professional lives. Gen Z is expected to play a key part in the rise of India’s gig economy, which is expected to reach over 90 million jobs in the next ten years, according to 2023 research by ASSOCHAM.
Another noteworthy trend that is making news is the fact that a sizable section of the nation’s Gen Z generation actively participates in social media-driven enterprises and e-commerce. A 2022 EY analysis estimates that approximately 35% of Gen Z in India are employed in the gig economy or some other type of company.
With more than half of them expressing interest in freelancing, this generation is also spearheading the gig economy, which will increase worker flexibility and productivity. The ability to diversify their sources of income is valued by this generation, which makes moonlighting and gig labour attractive substitutes for typical nine-to-five employment. Gen Z is increasingly using websites like Fiverr, Uber, and Upwork to supplement their income outside their primary job.
There is still a disconnect between acknowledgement and action despite their indisputable impact on the Indian economy. This precise point was clarified by the Snap Inc. and BCG analysis, which found that while about 45% of companies recognise Gen Z’s potential, just 15% make an effort to capitalise on this workforce..
Role of HR in Shaping Gen Z workplace and harnessing Gig Economy potential
Gen Z seeks independence, time management, and flexibility in their work lives. Offering options for remote work, hybrid schedules, or flexible hours can help address their preferences while mitigating concerns about moonlighting. By fostering transparency and creating flexible yet engaging roles, HR professionals can
ensure that Gen Z employees remain focused on their primary responsibilities without feeling the need to take on external gigs.
Employers can also leverage the gig economy to harness the enterprising spirit of Gen Z. Internal gig platforms allow employees to take on shorter, project-based jobs that align with the organization. This satisfies their need for diversity and skill sets while allowing HR teams to tap into resources that may not be being utilized, reduce the use of freelance external part-time workers, and eliminate fears over outside commitments.
The firms can also participate in activities aimed at the enhancement of mental health and the general wellbeing of employees. That consists of offering therapeutic sessions, supplying a fitness facility, or enrolling the employee in a sports club that can help them live a better life and tackle any such undisclosed matters. This may increase the levels of job satisfaction and the chances to leave the firm and engage in moonlighting activities voluntarily. Alternatively, this can be done by presenting tailored compensation packages that may include generous paid vacations, time off work, and opportunities for promotion and training to make them feel satisfied, less stressed, and anxious about looking for extra job opportunities.
Conclusion
Gen Z is redefining the traditional workplace setting. As the gig economy grows and the need for flexibility, diverse skill development, and entrepreneurial ventures from Gen Z challenge organizations, organizations are compelled to adapt their strategies to tap into the strengths of this dynamic generation. It becomes possible to build a forward-looking work culture to ensure organizational longevity in the long term by having workplace strategies conformed to the values that Gen Z holds dear.
CSK’S HR PLAYBOOK
REDEFINING TEAM CULTURE FOR THE MODERN AGE
The Chennai Super Kings (CSK) are more than a cricket team; they are a phenomenon. Their continuous success in the Indian Premier League (IPL) is not just about on-field brilliance but also reflects a carefully crafted Human Resource Management approach attuned to modern work culture. At a time when workplaces and teams are adapting to evolving priorities to meet the expectations of younger generations like Gen Z and millennials – marked by demands for trust, purpose, and inclusivity, CSK offers a living example of how a strong culture can balance tradition with innovation.
One of CSK’s greatest strengths is its approach to talent acquisition and potential-focused management. Like the values of Gen Z and Millennials, who believe in growth and meaningful contribution, CSK identifies undervalued players who resonate with their ethos. Deepak Chahar and Ruturaj Gaikwad are examples of this strategy. They started as underdogs but thrived under CSK’s guidance, proving the team’s ability to spot resilience, adaptability, and composure. This mirrors how modern organizations invest in talent pipelines, emphasizing longterm potential over immediate results.
Modern workplaces are moving away from one-size-fits-all models, and CSK exemplifies this shift by fostering personalized growth for its players. Veterans like MS Dhoni and Dwayne Bravo not only mentor but also collaborate, transferring experiential knowledge and fostering collaboration. This is like knowledge management systems in progressive organizations, where experiential learning and L&D frameworks are tailored to individual growth. At CSK, this culture of learning empowers players
Lakshay Arora
to evolve as well-rounded individuals.
Cultural alignment is another cornerstone of CSK’s success. By retaining a core group of players year after year, the team builds organizational memory and fosters continuity. This stability mirrors Toyota’s cultural coherence strategies, prioritizing consistency to drive performance. CSK also fosters psychological safety, creating an environment where players can take risks without fear of failure. In the rapidly changing world, this support, guidance and stability appeal to the younger generations and help them perform better. Inspired by Google’s Project Aristotle, which identified trust as key to high-performing teams, CSK’s culture has revitalized the careers of players like Robin Uthappa and Ajinkya Rahane, helping them rediscover their potential.
CSK’s approach to employee engagement sets them apart and is a testament to their understanding of what appeals to younger generations. They prioritize non-monetary rewards, including families in key moments, celebrating milestones, and supporting lifestyle needs. This reflects total rewards frameworks seen in companies like Infosys and Marriott International, where emotional connection enhances loyalty. Addressing both professional and personal needs strengthens the psychological contract between players and management, fostering long-term commitment.
The team’s auction strategy showcases data-driven workforce planning and cost optimization. CSK avoids high-profile bidding wars, focusing instead on players who fit into their culture, just as Amazon relies on analytics to identify high-potential talent while ensuring cultural alignment. By prioritizing values over shortterm wins, CSK ensures every addition strengthens their ecosystem. Leadership under MS Dhoni exemplifies transformational leadership, where empowerment and trust are central. Dhoni gives players autonomy while
maintaining a shared vision of success. His servant leadership style resonates with approaches seen in organizations like Starbucks, where managers foster collaboration and purpose. Dhoni’s calm demeanor and trust in his team make him both a mentor and an inspiration.
CSK’s unwavering support for players also defines their employer value proposition (EVP). Players know they will be backed, even during challenging phases, creating a culture of loyalty and inclusivity. This belief that the right environment can bring out the best in individuals mirrors companies like Johnson and Johnson, where inclusivity and trust are core to employee engagement. It is this unwavering support that makes players feel valued as individuals, not just as performers. CSK’s ability to balance continuity with adaptability reflects organizational agility. Retaining core players while integrating emerging young talent ensures they remain competitive without losing their identity. This approach mirrors Unilever’s strategy of combining legacy with innovation, enabling businesses to evolve while preserving their essence. It also reflects the significance of stability in navigating dynamic environments.
These HRM practices are about delivering results, as highlighted by the Service Profit Chain theory. CSK’s HRM practices provide valuable lessons for organizations reshaping work culture to meet the expectations of Gen Z and Millennials. By prioritizing player well-being, CSK creates a motivated and high-performing team that excels on the field. This sustained success resonates with fans, particularly younger audiences who admire the team’s loyalty, trust, and purpose. For CSK’s passionate fanbase, the team represents more than cricket; it symbolizes collaboration, perseverance, and shared values. Their success exemplifies how investing in people drives both results and emotional connections, creating a lasting legacy.
BEYOND PAYCHECKS
CRAFTING EMPLOYEE-CENTRIC COMPENSATION MODELS
How we work is evolving, and much of this change is driven by the expectations of Gen Z and millennials. These younger generations no longer see compensation as just a paycheck at the end of the month; they seek flexibility, personalization, and meaningful incentives that align with their aspirations and values. This shift calls for a significant revamp of traditional compensation policies, moving from rigid structures to more dynamic and customized approaches that cater to different life stages and career paths.
Organizations must offer flexible benefit plans that help employees at various points in their careers. A cafeteriastyle allowance, additional vacation days, and loan repayment support for those pursuing higher education can make a real difference. Dedicated childcare assistance
Harsh Kiran Garg
“Many industry giants have already adopted flexible and diversified benefit plans, helping them emerge as top employer choices among younger talent.”
can ease financial burdens and improve work-life balance for employees with families. Herzberg’s Two-Factor Theory highlights how such benefits act as hygiene factors, reducing dissatisfaction and fostering loyalty. Many industry giants have already adopted flexible and diversified benefit plans, helping them emerge as top employer choices among younger talent.
Moving beyond conventional annual bonus structures, companies should embrace a Gen Z-specific approach which focusses on explicit performance-based bonuses. These bonuses tie financial rewards to measurable achievements, motivating employees to push for higher performance. Expectancy Theory explains how individuals are more driven when they see a clear relationship between effort, performance, and reward.
Organizations like Adobe and JP Morgan ensure regular check-ins with employees to track KPIs and KRAs, reinforcing the importance of goal-driven incentives.
Many companies are also exploring experiential reward packages as an alternative to traditional bonuses. Instead of simply providing cash incentives, firms are offering travel vouchers, event passes, and professional development programs (MDPs). This taps into SelfDetermination Theory, which emphasizes intrinsic motivation over purely financial rewards. Airbnb’s annual travel credit program is a prime example—employees receive credits to book stays at Airbnb properties, creating a stronger connection between personal and professional life while reinforcing company culture.
Deferred pay, another growing trend, has always been a popular tool among MNCs. Stock options, ESOPs, and profit-sharing schemes provide employees with longterm financial benefits while strengthening their bond with the company. This aligns with Agency Theory, which suggests that employees who own a stake in the business feel more responsible and aligned with company goals. Companies like Tesla and PayPal provide significant portions of employee CTC as stock options, ensuring long-term retention and motivation.
Another critical element shaping modern compensation strategies is employee well-being. Organizations increasingly recognise that a healthier workforce is more productive, engaged, and loyal. Companies are offering gym memberships, Zumba sessions, regular health checkups, and even Vipassana leaves as part of their compensation structures.
Maslow’s Hierarchy of Neds emphasizes the importance of health and well-being in maintaining job satisfaction and motivation. Microsoft has championed this shift by providing fitness stipends and access to industry-leading
mental health programs, demonstrating how workplace wellness initiatives can contribute to a thriving work culture.
The challenge, however, lies in ensuring that these changes accommodate a multi-generational workforce. Older employees who have dedicated years to an organization might feel left out if policies primarily cater to younger professionals. To maintain a sense of fairness and inclusivity, companies must introduce retirement plans, voluntary retirement schemes (VRS), and loyalty bonuses to reward employees who have contributed significantly over time. Organizations can maintain a harmonious and engaged workforce by ensuring that compensation policies benefit all generations.
While these strategies hold immense potential, their implementation must be carefully planned. A primary concern is cost, as organizations must balance innovative compensation models without overstretching financial resources. Leadership buy-in is crucial—executives must support budget adjustments to sustain these initiatives. A step-by-step rollout allows companies to measure impact, adjust strategies where necessary, and ensure a smooth transition. Surveys and continuous employee feedback will be essential in refining these policies, ensuring they remain relevant and practical.
Despite the challenges, the benefits of rethinking compensation policies far outweigh the risks. Organizations that embrace flexibility, personalization, and well-being in their compensation strategies will attract top-tier Gen Z and millennial talent and boost employee satisfaction, performance, and long-term commitment. A well-crafted, adaptive compensation policy can be a game-changer, transforming the workplace into a space where employees feel valued, motivated, and genuinely invested in their company’s success.
CROSSWORD
Down 2. Guidance provided by an experienced employee to a less experienced one. 3. Planning for future leadership by identifying and developing talent. 7. Programs designed to promote employee health and wellbeing. 8. The rate at which employees leave an organization over time. 9. A labour market characterized by short-term contracts or freelance work. 12. Workers’ unrest at this Tamil Nadu facility in October 2024 highlighted the need for effective IR management in resolving disputes. 13. The level of an employee’s emotional commitment to their job and organization. 14. The reduction of staff due to resignation, retirement, or death. 15. A method of resolving disputes outside the courts by an impartial third party. 17. Adherence to labour laws and regulations. 20. The process of finding and hiring candidates for a job. 22. When employees tailor their roles to fit their skills and interests. 25. A work stoppage initiated by employees as a form of protest. 27. Inclusion of individuals from different backgrounds, cultures, and perspectives. 28. Efforts to keep employees within an organization.
Across 1. The legally mandated lowest hourly or monthly pay. 4. Disputes or disagreements in the workplace. 5. An employer-initiated temporary work stoppage during a labor dispute. 6. A formal complaint raised by an employee. 8. The evaluation of an employee’s performance. 10. Negotiation process between employers and a group of employees. 11. A conflict between employees and employers regarding employment terms. 16. Non-wage compensations such as health insurance and retirement plans. 18. Efforts to mediate and resolve disputes between employees and employers. 19. The process of integrating new employees into an organization. 21. The shared values, beliefs, and practices of an organization. 23. Predicting and preparing for future talent needs. 24. A lump sum payment to employees after long-term service. 26. Written rules governing employment conditions in industrial establishments. 29. Indian engineering giant in the spotlight for a controversial 90-hour work week proposal.
SAPPHIRE, XLRI
Students’ Association for the Promotion of Personnel Management, Human Resources, and Industrial Relations XLRI Jamshedpur
Providing a strong thrust to the domain of human resources and industrial relations knowledge at XLRI is SAPPHIRE. It is a student-run committee aimed at integrating the theoretical knowledge of academicians with the experiences of seasoned practitioners in the industry within the area of Human Resources.
Its mission is to enable the development of world-class, well-rounded HR professionals who are capable of creating and delivering value in the corporate environment, and to make meaningful contributions to the field of Human Resources.
SAPPHIRE, over the years, has acted as an interface between the industry and the academia and provided a forum for discussion and debate on the prevalent HR concepts and best practices. Throughout its unparalleled 35-year legacy, SAPPHIRE has organized a consortium of events, which have served as platforms for debating and discussing stateof-the-art Human Resources and Industrial Relations practices.
CONTACT US
Email: sapphire@xlri.ac.in
You can get all our latest updates at sapphire-xlri.com or @sapphire.xlri on Instagram
Third row: Mriganka Manu, Archit Bhat, Hritik Soni, Nishith Khare, Gourav Kumar, Arjun Sanjaykumar Goyal
Second row: Palak Shukla, Riya Reginald, R Shweta, Shivam Singh Tomar, Nikhil Devabhaktuni, Prem Arpan Tirkey, Ashi Jain, Riya Vishnoi, Shreya T Das
First row: Avani Aurangabadkar, Shrinkhala Shikhar, Azka Khan, Ishita Goel, Nikita Rai, Gnyana Shri Chenna, Poornima Bhagwani, Yashica Lakhanpal
ESTD 1989
