Hiring and Onboarding: Bridging the Gap and Building the Future

Hiring in today’s workforce is not just about filling positions. It is about cultivating a pipeline of talent that brings fresh perspectives while aligning with the organization’s mission and values. For those of us who grew up with rotary phones and typewriters, it can be easy to assume that younger applicants lack the professional polish we expect. But as someone who has hired dozens of interns, I’ve learned that assumptions are often where the real trouble starts.

According to a recent report by the Pew Research Center, Millennials and Gen Z now make up the majority of the workforce, and they bring different expectations around communication, flexibility, and purpose in their careers¹. These differences can seem jarring at first, especially for managers used to more hierarchical structures. But they also present a massive opportunity if we invest time and intention into how we hire. Instead of looking for the perfect resume, we should be evaluating adaptability, curiosity, and cultural fit. When interviewing, ask situational questions that allow younger applicants to show how they think, not just what they’ve done. Have them walk through a challenge they’ve solved, even if it’s not work-related. You might be surprised how many transferable skills show up in their experiences.

Onboarding as a Launchpad, Not Just Orientation

Once you’ve hired a bright, energetic new communicator, the real work begins. Onboarding is often treated as a one-week blur of HR paperwork, a few awkward meet-and-greets, and a link to the employee handbook. But if we want young professionals to stay, grow, and contribute meaningfully, we need to treat onboarding as a launchpad, not a compliance checklist.

Effective onboarding should include structured mentorship, clear performance expectations, and early opportunities for contribution. According to the Society for Human Resource Management, employees who go through a structured onboarding program are 58% more likely to remain with the organization after three years². Municipal leaders and department heads should consider assigning a peer mentor to each new hire under 30. These mentors serve as guides through organizational culture and informal networks. Regular check-ins during the first 90 days help identify roadblocks early and provide a feedback loop that empowers growth. And don’t forget to celebrate wins, even small ones. Recognition builds confidence and signals that their voice matters.

Listening Without a Filter

One thing I’ve had to learn - and re-learn - is how to listen without filtering everything through my own generational lens. When a Gen Z staffer told me she preferred Slack emojis over email threads, my first instinct was to groan. But then I realized: if this tool makes her feel more connected and productive, why resist it? Communication is not one-size-fits-all. The goal is not to force everyone into our comfort zone, but to identify what works best to achieve the work.

Research by Deloitte shows that younger employees value authenticity and two-way communication from their leaders³. This means listening not just to their words, but to their ideas, their frustrations, and their hopes. Create regular forums for open dialogue, such as monthly roundtables or anonymous feedback surveys. If you’re really brave, ask them to evaluate your onboarding process and suggest improvements. You might discover that what you thought was helpful is actually outdated. Listening also