Welcome to HRTech Cube, Steve. To kick things off, can you please share a bit about your professional journey and what led you to your leadership role at iHire?
While my first passion was automotive engineering, my professional background is in the technology space. Before becoming iHire’s President and CEO in 2019, I held various operational roles with the company, including VP of Product Development, Director of Engineering, and Lead Architect. Prior, I spent 11 years providing business development and leadership for a tech company serving both the public and private sectors.
I believe my affinity for technology and innovation guides my greater purpose at work: to enhance the lives of iHire’s associates and the millions of job seekers who are members of our industry-specific talent communities.
iHire’s latest research explores generational differences in job search behavior. What were some of the most surprising or unexpected insights that came out of this study?
We were surprised to find that younger generations are experiencing ageism in their job search more than their older counterparts. Specifically, 39.8% of Gen Zers surveyed said they had been treated differently because of their age during their job search or at work, while 36.8% of baby boomers said the same. For comparison, 28.1% of Gen Xers and 28.6% of millennials said they had experienced age discrimination.
Another unexpected finding was how aligned all generations are when it comes to job search challenges. Respondents from every age group said they struggled to find jobs they are qualified for and were frustrated by employers ghosting them or not responding to their applications. Plus, all ages expressed some degree of anxiety about interviewing with confidence and writing a compelling resume.
Given that Gen Z is showing nearly equal interest in both part-time and full-time jobs—and even internships and apprenticeships—how should employers adapt their talent strategies to appeal to this emerging workforce?
Many Gen Zers began their professional journeys during the pandemic, when flexibility became the standard in how people learn and work. To attract and retain Gen Z talent, employers need to meet this age group’s desire for flexibility by offering a wider range of entry points into the workforce. That means embracing nontraditional employment models like internships, apprenticeships, and even freelancing or contract roles. Ultimately, adapting to Gen Z’s expectations isn’t just about meeting their needs; it’s about building a future-ready, agile workforce. Otherwise, employers may encounter talent shortages and skills gaps as more experienced workers retire or move on to new jobs.
Baby boomers, on the other hand, appear to favor part-time and consulting roles. How can organizations better support or even re-engage this experienced talent segment as they navigate retirement or “unretirement”?
We are seeing more baby boomers delay retirement or come out of retirement to rejoin the workforce, often due to financial or lifestyle reasons. Companies that offer alternative types of employment, such as flexible part-time and consulting roles, have the opportunity to tap into an experienced talent pool – baby boomers bring institutional knowledge and mentorship potential that’s often underutilized. By providing them with meaningful, lower-stress ways to stay engaged, employers can build a more intergenerational workforce and ease succession planning challenges.
From general job boards to TikTok and Instagram, your report highlights a broad range of platforms used in job searches. How should employers evolve their recruitment marketing strategies to meet each generation where they are?
Today’s employers should take a multi-channel approach to recruiting, using platforms and resources that their target candidate personas lean on to find job opportunities. If they are trying to attract Gen Z or millennial talent, social media platforms should be part of their recruitment strategy. Similarly, if employers want to reach baby boomer or Gen X candidates, networking with industry connections or asking employees for referrals are smart approaches.
No matter which platform employers are using to recruit, they should ensure they are effectively promoting or “selling” their open roles and employer brands by emphasizing information their target candidates want to see. For instance, our survey showed that 33.0% of millennials want to know details about a company’s culture, and 28.4% of Gen Zers look for evidence of an employer’s commitment to DEI before applying for jobs. Including this information in job postings as well as recruitment marketing materials (like company profiles on job boards, for example) can help reel in the right candidates faster.
You noted that networking plays a bigger role for baby boomers and Gen X, while Gen Z leans heavily on digital channels. What does this mean for hiring teams looking to build diverse pipelines across generations?
Hiring teams need to take a hybrid approach. As mentioned above, leveraging digital platforms and social media can help attract younger talent, while tapping into professional associations, alumni networks, and employee referrals may be more effective for finding older or more seasoned workers. It’s all about knowing your target candidate persona and promoting your positions through the job search channels they trust.
How should HR leaders interpret and apply generational data without overgeneralizing or falling into stereotyping traps? What’s the best way to balance personalization with equity?
Treat generational insights as directional, not definitive. It should be one of many influences for shaping workplace policies, training, and engagement strategies, rather than as a basis for one-size-fits-all solutions. While data can inform strategy by unveiling broader trends, we must remember that everyone has unique motivations and experiences.
To balance personalization with equity, focus on offering flexible work arrangements and benefits that appeal to a variety of needs while ensuring equal access for all employees. Personalization comes from giving individuals options and listening to their feedback; equity comes from making sure those options are available and supported consistently, regardless of someone’s age or background. In practice, that means using data to inform inclusive strategies that respect differences without reinforcing biases.
What’s one personal strategy you use as a leader when navigating workforce trends or making decisions about talent strategy at iHire?
My personal philosophy is this: The majority of our awake life is spent working, so why not enjoy it more?
People often want more than a paycheck – they want meaningful work, flexibility to strike a healthy work/life balance, generous benefits and perks, and an employee experience they can’t find elsewhere. At iHire, we regularly collect feedback from our associates through surveys and one-on-one conversations to ensure we’re providing a positive environment where people want to work and give their best effort every day. When you hone a workplace that puts employees’ wants and needs first, recruiting and retaining employees of any age becomes easier.
What advice would you give to employers aiming to recruit and retain across all four generations effectively, especially in a competitive job market?
Lead with flexibility, empathy, and communication. Generational diversity brings strength, but only if you create an environment where everyone feels heard and supported. Offer an array of benefits (for example, younger generations in our survey were more interested in mental health benefits than the older generations), career development avenues, and flexibility options that appeal to different life stages. Leveraging multiple recruitment channels that reach various age groups, highlighting your multi-generational work environment in employer branding materials, and even conducting anti-bias training for hiring managers can also help nurture an age-inclusive workforce.
Lastly, any final thoughts on how organizations can future-proof their talent strategies by embracing generational diversity in the workplace?
Future-proofing starts with embracing change. Generational diversity isn’t a challenge to manage; it’s a strategic asset. By fostering collaboration across age groups, offering mentorship opportunities, upskilling or reskilling workers to fill gaps, and continuously evolving your talent strategy based on data and feedback, employers can build more resilient, innovative, and inclusive workplaces.
