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 means resisting the urge to fix everything immediately. Sometimes, just acknowledging their perspective is the most powerful thing you can do.

Creating Paths for Growth and Leadership

One of the biggest mistakes we make as veteran leaders is assuming that younger employees need to "pay their dues" in silence before they’re allowed to lead. But leadership doesn’t have to be tied to years of service. It can start with a project, a presentation, or a new way of doing things. The International City/County Management Association (ICMA) has found that early exposure to leadership roles increases retention among younger employees by up to 25%⁴.

Give them stretch assignments that push their comfort zone in a manageable way. Let them lead a community engagement session or draft a communications plan for a new initiative. Pair them with a senior staffer to co-present at a council meeting. These opportunities not only build skills, but also signal trust. And if they stumble? That’s part of the process. Debrief constructively, offer support, and remind them that growth often comes from failure. The more we treat rising professionals as capable contributors instead of passive recipients of direction, the more they will rise to the occasion.

Encouraging Creativity and Embracing Technology

Let’s be honest. Many of us who grew up in the analog age are still suspicious of TikTok and struggle to understand how a podcast or meme can be a legitimate communication tool. But younger professionals often excel in digital storytelling, and their fluency in emerging platforms can be a major asset to government agencies looking to modernize public outreach. According to the National League of Cities, cities that engage residents through varied communication channels build stronger public trust and participation⁵.

Instead of shutting down new ideas because they don’t fit traditional formats, invite younger staff to pilot low-risk projects that align with their strengths. Maybe it’s a short-form video series to explain city services or a citizen Q&A on Instagram. If it doesn’t work, you’ve learned something. If it does, you’ve expanded your reach. Either way, you’ve demonstrated that innovation and initiative are valued. Encouraging younger staff to lead in areas of their expertise creates a reciprocal learning environment where everyone benefits.

Being a Better Mentor (Even If You're Still Figuring It Out)

You don’t need to be flawless to be a good mentor. In fact, sharing your own missteps can be one of the most powerful ways to connect. I’ve found that when I admit I once faxed my resume to a job and got no response, it opens the door for younger employees to talk about their own job search frustrations. Vulnerability builds trust, and trust builds engagement.

A good mentor asks more questions than they answer. What are you curious about? What would you change if you could? Who inspires you? These questions shift the relationship from parent-child to peer-mentor. According to the Center for Creative Leadership, employees with strong mentoring relationships report higher job satisfaction and stronger organizational commitment⁶. Make time for coffee chats, goal-setting sessions, and career mapping discussions. And don’t forget to advocate for them when new opportunities arise. Your belief in their potential might be the thing that sparks their next big leap.

Investing in the Workforce of the Future

If we want our organizations to thrive in a changing world, we must stop treating younger generations as problems to manage and start seeing them as partners to empower. This doesn’t mean lowering standards or pretending every idea is brilliant. It means leading with curiosity, humility, and a willingness to adapt. It means recognizing that professional development is not a perk, but a responsibility.

Municipal agencies face increasing pressure to deliver services efficiently while maintaining public trust. Investing in the next generation of communicators helps ensure that our institutions remain vibrant, responsive, and innovative. By hiring with intention, onboarding with purpose, and mentoring with heart, we can build a workforce that is not only more diverse and dynamic, but also more committed to public service. And who knows? They might even teach us how to use Slack properly.

Bibliography

1. Pew Research Center. 2023. “Millennials, Gen Z and the Changing Face of the Workforce.” https://www.pewresearch.org.

2. Society for Human Resource Management. 2022. “The Business Case for Effective Onboarding.” https://www.shrm.org.

3. Deloitte. 2021. “Global Millennial and Gen Z Survey.” https://www2.deloitte.com.

4. International City/County Management Association (ICMA). 2020. “Next Generation Initiatives: Building Future Leaders in Local Government.” https://icma.org.

5. National League of Cities. 2021. “Reimagining Public Engagement in a Digital Age.” https://www.nlc.org.

6. Center for Creative Leadership. 2019. “Why Mentoring Matters.” https://www.ccl.org.