"I believe that all people are made in the image of God. They are made for a purpose and have value to add. While there are trends that characterise generations, I try not to box people into stereotypes.

Much was said about Millennials joining the workforce and now Gen Z. The truth is that employee onboarding has always been both art and science. The way new team members feel during an onboarding process will set the scene for how they show up and help move the business forward.

Integrating new team members says more about the culture of the business they are joining than the person. While there are many frameworks out there that will purport to provide the steps required to seamlessly onboard the newest celebrity generation, I would argue that the answer is closer to home.

The culture that exists in your business, the lived reality of your team members is where the secret sauce lies. Here are a few anecdotal points to consider when onboarding a Gen Z.

1. Don’t assume all you read is true. Remember each Zoomer is still an individual and has talents, dreams and aspirations. The goal of the hiring process is to find the right fit for your culture. Yes, they are digital natives, but they also enjoy working with paper and reading real books. Do not succumb to the pressure of modern-day pop culture. Not all Gen Zs are the same.

2. I see the leaders in a business as having the most important task. They influence culture, set standards of performance and bring in new people who will take the business to new levels. Leaders need to build trust and create the opportunity for new hires to thrive. Ensure there’s clarity about performance expectations. Equip them to learn, grow and thrive.

3. Remove barriers of engagement. Ensure new hires spend time with many different role types in the business. This is to ensure they have a full picture of how the business operates. Engaging with colleagues, leaders and influencers will help them feel part of the team quickly.

4. Take a leaf out of the lean/agile philosophy. Set expectations, equip the new hire, let them action the expectations, then retrospect. At pre-set intervals, check in to ask the new hire, what’s working, what’s not working and what could be improved. If you do this constantly, you close the gap between expectation and reality, giving you every chance of succeeding in the relationship.

5. Create space for team members across the business to show up and be their best. A good idea is to launch reverse mentorship programmes were individual contributors spend time mentoring leaders in middle to senior management. There’s great value that arises from these relationships.

6. High performing teams need individual contributors who have a growth mindset. Creating opportunities for your new hires to be coached, mentored and sponsored will further enable success in the integration process. I believe these 3 components are essential.

7. Gamify the onboarding process. Depending on the resources available, the onboarding process can be gamified to recognise and reward progress. I always find this a fun and engaging way to integrate and learn new skills.

Gen Zs are content and value creators. We must create the spaces for them to learn, grow and nurture their talent, then watch your Gen Z’s flourish."