K3 Insights

According to Deloitte’s 2025 Gen Z and Millennial Survey, respondents in New Zealand (like their global peers) ranked learning and development as one of the top factors influencing their decision to stay with an employer

In a recent post, we explored why investing in the younger workforce is worthwhile, even if they don’t plan to stay for years on end. We looked at the value they bring through fresh thinking, cross-generational collaboration, and short-term impact that lasts. But once you’ve decided it’s worth the effort, the next question becomes ‘how exactly do you invest in this generation in a way that’s meaningful?’

Here are three practical ways to make your investment count for both your organisation and your employees.

1. Focus on Development, Not Just Career Climbing
Today’s younger workers aren’t waiting for someone to hand them a title, they’re seeking experiences that stretch and grow themselves as a member of the workforce. Structured learning programmes, opportunities to lead small projects, access to mentors, and cross-functional exposure go a long way; this is a generation that values opportunities of growth and ownership. It’s not about fast-tracking promotions, it’s about creating an environment where their growth is visible and ongoing, and creating tangible experiences that they can build upon and utilise. 

Visible growth will mean recognition should also be personalised. For some, the most meaningful reward might be the trust to work independently or the chance to lead a high-impact project. For others, it could be professional recognition in the form of industry awards, an increase in responsibility, or the opportunity to represent the organisation externally. Whether it’s flexible hours, a pay rise, or public acknowledgment in front of peers, what matters most is that the recognition feels genuine, reflects their unique contributions, and reinforces the value they bring.

2. Involvement, Early and Often
Inclusion is a powerful motivator, and confidence booster. Giving younger team members a seat at the table, whether that’s in planning meetings or innovation workshops, or asking them to present insights or lead small projects. Their inclusion in ‘more senior’ activities proves that their perspective matters and that they’re seen as an active member of the team. Inclusions like this not only build confidence in our younger generations, but also strengthens buy-in, and often results in new ideas that more senior teams haven’t considered.

To enable them to be seen favourably in these situations, give them clear parameters on how they can get involved, how to disagree with decisions respectfully, and any context you expect them to understand. This is an ideal time to assign them a mentor, to navigate the political nuances of being included. 

3. Design Roles That Encourage Autonomy and Trust
Rigid processes and micro-management are quick ways to disengage emerging professionals. What many younger employees crave is clarity on expectations and freedom in how they meet them. 

Offering flexibility in autonomy over task management, work hours and hybrid arrangements  helps to develop accountability and problem-solving skills, while fostering trust and instilling the confidence needed to really take ownership of their work and role.

These relationships are often about explicit discussions on balance – such as:

• What do I need from you? 
• What flexibility can I offer you? 
• Where/when will you learn the most, so where is flexibility a hindrance to development?

Investing in the younger workforce isn’t about overhauling your entire business model to cater to shorter term employees. It’s about intentional, consistent actions that show your team you see their value now – not just in their future. When young professionals feel developed, respected, and empowered, they’re more likely to stay longer, contribute more, and become lasting advocates for your organisation.

In addition, younger generations are increasingly drawn to work that aligns with their values. It’s not just about having a job, it’s about having meaning. Purpose matters. Supporting early-career development isn’t just about technical skills. it’s also about helping people connect to why their work matters. When you build that bridge between contribution and purpose, you unlock deeper engagement, stronger loyalty, and a powerful culture that resonates beyond tenure.

Your investment today shapes not just their future, but also the future culture and reputation of your organisation.