This question and answer is part of the observer Expert insights Series, industry leaders, innovators and strategists allocate years of experience to direct, practical takeaways and are clear about the issues shaping their industry. Julia Haber, co-founder and CEO of the University (Hfc), is rethinking the early career opportunities of Gen Z. Her company is a marketplace that connects young professionals with brands, aiming to make project-based work accessible to project-based work while allowing businesses to interact with their future employees and core consumers.
As a highly involved Tiktok voice, Haber also bridges conversations between company leaders and a generation who reshapes work rules in real time. Gen Z remains a mystery for many employers, while praising entrepreneur-driven and being dismissed for so-called vulnerability. Harber believes that this disconnection is both a misunderstanding and a missed opportunity. She believes that Gen Z is not lacking in work ethics, and they redefine the look of productivity. Through freelancing, content creation and entrepreneurial culture, they reach the workforce with the skills and expectations of previous generations.
Haber’s goal is to challenge the tired myth about Gen Z and provide a framework for how employers can build real talent pipelines. She opened what metrics of success are most important to young professionals, why autonomy should be embraced rather than worrying about autonomy, and how AI can accelerate the skills of a generation of digital natives. Most importantly, today’s students and recent graduates are not “the leaders of the future” while waiting. They have reshaped the workplace. For CEOs and hiring managers, the choice is not about interacting with Gen Z talent, but about how to do it. Harber believes that those who invest now will gain loyal advocates and innovators in the coming years.
Many employers underestimate students and recent graduates. What truth should replace it in a Gen Z myth in the workplace you want employers to retire immediately?
The biggest myth is that Gen Z lacks work ethics. the truth? They are very entrepreneurial and resourceful. They have been building businesses, freelancing and creating value in ways that previous generations have never imagined. For example, many are launching newsletters, operating Tiktok storefronts and monetized campus communities, bringing their creativity, digital fluency and business skills together.
Generation Z has the most value in early career opportunities, how is this different from previous generations?
Generation Z wants to build transferable skills, not just climbing ladders. Unlike previous generations who might have played a stable role, Generation Z takes every opportunity to develop capabilities that can be taken anywhere. From honing storytelling and community building on social platforms to learning data analytics and project management through accompanying projects, they built a portfolio from day one. Where millennials often emphasize network and career mobility, Gen X relies on traditional management skills, and Gen Z is prioritizing creative problem-solving and adaptability.
What are the success metrics that resonate the most among Gen Z employees, and how can leaders use them to increase engagement?
Generation Z value skills have learned, solved problems and tangible impact on tenure or property rights progress. They want to see how their work drives practical results and enhances their professional growth, not just organizationally. For example, performance can be measured by the success of the campaigns launched, how their efforts drive conversions, engagement, and improvements in internal processes, highlight creativity, measurable results and professional development, not just time.
How important are social recognition and external verification for Generation Z? How do managers provide them in a meaningful way?
This has nothing to do with external verification, but more about real knowledge of its contribution. Generation Z can immediately find good reviews of performances. They want to confirm that you actually understand the value they create and the skills they demonstrate.
Employers sometimes worry that giving Gen Z too much autonomy can harm quality. How do you solve this problem?
Employers sometimes worry that giving Gen Z too much autonomy can harm quality. In fact, from building an online business to mastering new skills through YouTube and digital courses, Gen Z has been self-guiding their learning and incomes much longer. The fear of reducing the quality of autonomy is backwards. Micromanagement kills creativity and its natural drivers, while clear expectations and accountability systems ensure standards remain high. Quality does not degrade when autonomy is paired with feedback and measurable goals. It improves.
Generation Z grew up as a digital native. How do they use AI and other tools to speed up their skills and career paths, and how should employers respond?
Generation Z sees AI as a skill accelerator, not a threat. They are using it to brainstorm, build portfolios and speed up learning. Employers should accept this by evaluating the title and encouraging responsible AI usage – that’s how Gen Z is already shaping the future of work.
Generation Z usually leaves characters who feel exploited very quickly. What warning signs should employers know before losing top talent?
When you don’t invest in their growth, don’t hear their thoughts, or they realize they don’t have the skills to build a career. Generation Z cares most about real learning and contributes to meaningful things.
Some leaders worry about the lack of resilience in Gen Z. From your point of view, what advantages are ignored?
What is often missed is that Generation Z is adaptable, proactive and strategic under pressure. While they are building careers from scratch, they have led to economic uncertainty in economic uncertainty, a global pandemic and rapid social change. They are not lacking in resilience; they just do not accept the pain of suffering. Their resilience is not about blindly enduring stress. It’s about setting boundaries, advocating yourself and finding sustainable ways to perform at a high level. Employers can cultivate this by standardizing flexibility, providing mental health resources and recognizing outcomes. That is wisdom, not weakness.
What practical steps can an organization take to create a pipeline that not only attracts and retains and develops early career employees?
Create clear pathways to skill development, give them real responsibilities early and connect their work with tangible results. Most importantly, recognize the features they already bring, rather than treating them like they do with “entrepreneurial” employees.
How can short-term, project-based work prepare students for long-term careers? How should employers rethink traditional entry-level roles?
Project Work teaches self-management, communication and result delivery – good career skills. Traditional entry-level roles are often taught after compliance and process. Smart employers are creating roles that combine employment stability with skills building in project work.
What advice would you give to CEOs or hiring managers who invest heavily in early-stage professional talent?
Generation Z (Z Gen) has more skills and entrepreneurial instincts than any previous generation. They are not only future employees; they are also your future customers and ultimately leaders. The CEO’s choice is not to interact with them, but how. Invest now and you will shape a generation of loyal fans. Ignore them, you risk looking at them and build a business that competes with you.
Looking ahead, do you think the next generation of graduates expect from employers today that might surprise business leaders?
The next generation will expect employers to help them build personal brands and professional networks, not just check tasks. They need transparency around finance and decision making and most importantly, they expect strategic contributions from day one rather than simply executing other people’s plans. Forward-looking companies have connected junior employees with mentors in the field they want to grow by engaging in strategy development and sharing key company updates at full-hand meetings. These practices not only prepare for meaningful ownership, but also provide trust, engagement, and long-term loyalty to the entire workforce.
