Think back to your first job. Chances are, you were unsure of yourself, overly focused on fitting in, and unclear on whether you really belonged.

That "first day" feeling hasn’t changed, but expectations have. Traditional onboarding processes often miss the mark entirely. We hand new employees a stack of forms, walk them through IT setup, and point them toward their desk. Then we wonder why they seem disengaged by month two.

Gen Z comes into the workplace with energy, digital fluency, and strong values, but often with little experience navigating workplace norms. Knowing this, it’s important to address their strengths and weaknesses from day one.

Onboarding is the bridge between "you're hired" and "you belong here.” Research from Gallup reveals a troubling gap: while most organizations have onboarding processes, only 12% of employees believe their company executes them well; just 29% feel prepared to succeed in their new roles after going through orientation.

Meanwhile, companies that get this right see remarkable returns. Strong onboarding processes boost new hire retention and productivity. BambooHR reports that 89% of employees say that "an effective onboarding process helped them feel very engaged at work.” I've seen in my work with companies that teams with managers who invest time in thorough onboarding—ensuring new hires feel integrated and supported—consistently outperform others in retention, productivity, and communication.

• What to Do: Send a personalized video message from the manager and/or team, explaining the new hire’s role, and a road map for their first week. Include practical information about the team, key processes, and where to find essential resources. For companies that have the budget, consider a small welcome package that signals investment in the relationship.

• Why It Works: When people understand how their work connects to larger organizational goals, engagement increases significantly. Gen Zers, in particular, want to understand how their work fits into the bigger picture. Employees who feel welcome from day one develop a stronger sense of belonging. Research shows that workers who feel they belong are 3.5 times more likely to contribute to their fullest potential.

• Implementation: Create video templates that managers can customize. Ensure all systems and access credentials are ready before the new hire's first day. Time investment: approximately 15 minutes per hire.

• What to Do: Assign a small, meaningful task the new hire can complete successfully. Connect them with a peer mentor who will serve as their guide for the coming weeks. Make sure this task contributes something real to the team's work.

• Why It Works: Research by Harvard's Teresa Amabile demonstrates that small wins contribute to a sense of progress and create a positive feedback loop, sustaining motivation for months.

• Implementation: Identify two to three achievable tasks tied to a real contribution. Consider things like asking new hires to read and review a document/project/product, providing them with specific questions to keep in mind, then scheduling a short meeting to hear their fresh perspectives.

• What to Do: Deliver essential training in short, interactive microlearning sessions (10 to 15 minutes each).

• Why It Works: Microlearning can improve retention rates and increases engagement when compared to traditional methods. Think about it: the first few weeks at any new job involve cognitive overload. New faces, names, processes, policies, and expectations compete for mental bandwidth. Gen Z, accustomed to digital learning, is particularly adept at making use of online microlearning. However, ideally it should also be interactive.

• Implementation: Break training into interactive, digestible chunks and include immediate application opportunities, as well as opportunities for questions and clarification.

• What to Do: Schedule frequent, brief check-ins focused on specific aspects of the role. Ask direct questions about what's clear and what remains confusing. Very key: assign new employees to come prepared with at least three questions for each meeting.

• Why It Works: Neuroscience shows that frequent, specific feedback activates the brain’s reward system, accelerating skill acquisition and job satisfaction. One of the things that helps Gen Z the most is feedback from managers. Without it, they worry they are not meeting expectations. Additionally, when people actively generate questions, they engage more deeply with their learning. They pay attention to gaps in understanding rather than passively receiving information.

• Implementation: Train managers to provide real-time feedback focused on growth. Remember that people learn faster when they receive positive reinforcement for behaviors you want to see repeated.

• What to Do: Facilitate introductions to people across different departments via “coffee chats.”

• Why It Works: Employees with diverse internal networks are more likely to be high performers and stay longer at their jobs. Think about it: if you have a problem that could be solved by someone in another department, how much more likely are you to reach out to them if you’ve already been introduced? Additionally, this sets the stage that you are not a place of silos, but an organization that values working together to achieve bigger goals.

• Implementation: Create a “connection matrix” to match new hires with established employees in different divisions. Update it regularly as your business grows and changes.

This approach requires a few extra hours of management time in the first month. Once systems are established, it’s likely that the time investment will be even less. The payoff is significant: companies with strong onboarding report higher revenue growth and profit margins compared to those with weak onboarding. More importantly, you reduce the hidden cost of poor onboarding, which as we know includes lower productivity, higher turnover, and poor morale.

Choose one element from this formula and implement it with your next hire. Progress, not perfection, is the goal—Gen Z employees will appreciate the effort. And if you ask for their feedback, they’ll likely be more than happy to help you continue to refine your approach.

Remember, effective onboarding isn't about preferential treatment for different generations. It's about ensuring that all new hires are getting what they need to be top performers.