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CEO NA Magazine > Opinion > Career Advice: How to Connect with Gen Z

Career Advice: How to Connect with Gen Z

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Customer service AI startup Decagon raises $131 million
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Hoping to communicate more effectively with the newest generation to enter the workforce? Laurel Holman, the director of alumni and MSx career services at the Career Management Center at Stanford Graduate School of Business, shares three strategies for engaging with people aged 14 to 29, otherwise known as Gen Z.

1. Create shorter, more dynamic content.
Social media and AI have changed the way people learn, process information, and form opinions. “The communications are, for the most part, extremely concise,” Holman says. “[Gen Z] is really expecting things to be much more immediate and bite-sized; they have less patience.” Checklists, progress bars, clear action steps, and animated graphics are key.

2. Visual imagery is key.
“Students are less likely to rely on reading, particularly long-form written content, to gather information. That is what we have now heard over and over again,” Holman says. Instead, she recommends alternate tactics to catch Gen Z’s attention. “Video and graphics with easy takeaways and actionability will help with engagement and learning.” Holman notes that, in particular, vertical video — cropped tightly, with lots of captions, infographics, and lists of dos and don’ts — works well, with bonus points when sprinkled with a hearty dose of humor.

3. The messenger matters.
Authority figures no longer resonate as strongly with this generation of content consumers. “When you look at TikTok, LinkedIn, and Instagram, influencers on these platforms are really going for engagement. It’s young people talking to young people,” Holman explains. “Where you can leverage their peers, it’s going to land better.” It’s also important to connect with Gen Z on the platforms and channels where they are already active, rather than assuming they will discover your content or communications organically on a website or through email.

Read the full article by Amara Holstein / Stanford Business

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