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Time of India
2 hours ago
- Business
- Time of India
As boomers exit the workforce, Gen Z is changing how US companies hire
A s the oldest members of the US workforce step into retirement, a new generation is quietly but steadily taking their place. The transition is not just numerical; it is strategic. With baby boomers exiting leadership roles and institutional memory, companies across the United States are re-evaluating how they hire, train and retain talent. At the center of this shift is Generation Z. In the third quarter of 2025, nearly 57% of global employers, including those in the US, reported that they are actively future-proofing their HR strategies to prepare for the departure of senior employees, according to the ManpowerGroup Employment Outlook Survey (Q3 2025) . The sectors most impacted, including healthcare, logistics, IT, and energy, are also the ones prioritising internal succession planning, skill transfer, and onboarding strategies tailored to younger professionals. A generational handover Boomers, born between 1946 and 1964, currently account for around 18% of the US labor force. Their gradual exit is not a surprise, but the implications are far-reaching. Their departure leaves a gap not just in numbers but in leadership style, work ethic shaped by decades of face-to-face business, and long-standing industry experience. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Your Finger Shape Says a Lot About Your Personality, Read Now Tips and Tricks Undo Employers, especially those in industries like manufacturing, infrastructure, and healthcare, are now looking to Gen Z workers to fill roles that require both adaptability and long-term commitment. This handover is taking place at a time when the US hiring outlook stands at 30%, higher than the global average (24%), but static compared to the same quarter last year. The plateau, is due to caution. Employers are hiring, but deliberately. They are adjusting expectations, job descriptions, and training modules to better match Gen Z's capabilities and preferences. Hiring Gen Z: What's different? A March 2025 HR Dive analysis revealed that US employers are actively working to attract and retain Gen Z talent, not just because of workforce need, but because of the potential this generation brings. Gen Z workers are digital natives, known for their fluency with AI tools, ability to multitask across platforms, and openness to hybrid or fully remote work structures. However, hiring managers also report mixed experiences with Gen Z candidates. Challenges such as communication gaps, lack of feedback responsiveness, and differing interpretations of professionalism are recurring themes. A study by reveals that 60% of US hiring managers had to let go of at least one Gen Z hire shortly after onboarding due to unmet expectations. Yet, these challenges have not deterred companies from investing in Gen Z. Instead, they are refining their approach. Many are adopting skills-based hiring models, shifting the focus from degrees to competencies, especially in roles related to data analysis, AI, and operations. This strategy is proving essential as college enrolment patterns shift and more young professionals pursue non-linear education paths. What Gen Z wants and what companies are offering To retain Gen Z employees, companies are building in more than just compensation. In 2025, Gen Z places high value on: Flexible schedules Clear career growth frameworks Mental health support Pay transparency Purpose-driven work culture Employers in the US are responding by reimagining job design. Performance reviews are becoming more continuous rather than annual. Internal mobility is being tracked and promoted more openly. Mentorship programs, once informal, are now being structured to provide multi-generational knowledge transfer. Additionally, companies are recognising the importance of soft skill training, particularly in sectors like IT, healthcare, and finance. Communication, emotional intelligence, and collaboration are now being formally taught in onboarding and professional development programs. Preparing for the next chapter The ManpowerGroup report also highlights that industries with a high dependence on institutional knowledge, such as energy, logistics, and healthcare, are among the most proactive in adjusting for generational transitions. These sectors report the highest levels of preparedness for boomer retirement, with over 60% of employers implementing retention and replacement strategies. In the US, this preparedness is also driving investment in automation. About 61% of companies globally, including those in North America, are increasing their use of automation to streamline repetitive tasks. While this shift might reduce headcount in certain areas, it also opens up higher-order roles for Gen Z candidates skilled in data, design thinking, and systems operations. The generational workplace is here The US workforce in 2025 is a complex blend of outgoing experience and incoming innovation. As baby boomers step back, they leave behind industries and structures that need updating, not just in operations, but in how people are hired, trained, and empowered. Gen Z, in turn, brings a mindset shaped by technology, fluidity, and value-driven choices. Companies that recognise this shift and build bridges between generations rather than walls are likely to lead the way in the evolving employment landscape. The question is no longer whether Gen Z is ready for the workforce, but whether the workforce is ready for Gen Z. TOI Education is on WhatsApp now. Follow us here . Ready to navigate global policies? Secure your overseas future. Get expert guidance now!
Yahoo
14 hours ago
- Automotive
- Yahoo
Honda worker's Kronos outage-related timekeeping lawsuit survives
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Dive Brief: A Honda employee may proceed with his lawsuit alleging that the company's U.S. division violated the Fair Labor Standards Act and state laws when it failed to pay him overtime in the aftermath of the 2021 Kronos outage, a federal judge held July 24. In Albert v. Honda Development & Manufacturing of America, LLC, Judge Edmund Sargus Jr. denied Honda's motions for summary judgment on the question of whether the company excessively delayed compensation for overtime that went unpaid during the outage. However, Sargus granted the company's motion for summary judgment on a portion of the plaintiff's Ohio state law claims while holding in abeyance a decision on whether Honda is criminally liable under Ohio law. The case consolidated a series of lawsuits relating to the outage, including one 2022 complaint originally filed in Alabama. Dive Insight: The facts outlined in Albert are notable given the steps Honda said it took during and after the events of the Kronos outage to compensate employees. The company was one of several forced to take emergency actions to address payroll concerns following the incident. For example, Honda offered affected employees a $1,000 interest-free loan during the second week of the outage and implemented a new pay method that would compensate nonexempt employees for 40 hours at their regular rate, as well as three hours at their overtime rate, per court documents. After the outage was resolved, Honda began a reconciliation process in which it attempted to reconcile differences between the new pay method and what should have been paid to affected workers. This 'involved analyzing about three million Kronos time swipes, recovering missing scans, and reviewing call-in and leave-of-absence records,' the court said. Honda issued approximately 20,000 reconciliation payment statements to employees, including a gross amount of more than $2,000 to the lead plaintiff in Albert. When he disputed the amounts provided for certain weeks of the outage, Honda paid the plaintiff for all hours at all pay codes that he asserted for the disputed weeks, as well as an additional inconvenience payment and attendance bonus. Nonetheless, the plaintiff claimed that Honda did not act in good faith because the company lacked a backup timekeeping system before the incident that would have allowed it to continue to track workers' hours. He also alleged that Honda's payment was excessively delayed in violation of the FLSA as well as Ohio's Prompt Pay Act. Sargus held that Honda failed to show that the lead plaintiff 'lacks evidence that his overtime payments were delayed for a period longer than reasonably necessary.' He declined to opine on the question of whether the company owed back pay or liquidated damages to the plaintiff. Other employers affected by the outage settled workers' lawsuits for millions of dollars in recent years. For instance, food corporation Cargill agreed to a $2.4 million settlement of similar claims in 2023, while health system UMass Memorial Health reached a $1.2 million settlement that same year. Litigation over the outage also has extended to UKG, the HR vendor and parent company of Kronos. The ransomware attack against UKG that precipitated the outage raised questions about HR vendors' legal liability during disruptions caused by cybercrime. Recommended Reading Amazon settles lawsuit alleging COBRA notices were threatening
Yahoo
20 hours ago
- Business
- Yahoo
Aon fired employee with ADHD who wanted to work in the office full time, lawsuit alleges
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Dive Brief: Professional services firm Aon allegedly fired an employee because she has attention deficit-hyperactivity disorder, after she requested and received an accommodation to work in the office, according to a July 23 lawsuit. Per the complaint in Gomez v. Aon Private Risk Management Insurance Agency, Inc., the employee worked as an account specialist. She alleged that a recruiter told her she could work in the office full time to accommodate her ADHD, but after she was hired, she was allegedly informed the role was mostly remote and full-time in-office work wasn't possible. Because of her ADHD, the employee had trouble performing and learning effectively, she alleged. She emailed her manager, who allegedly told her this may not be a 'fit environment' for her, and placed her on a performance improvement plan. She formally requested an accommodation but was fired shortly after the request was approved and she began working in the office, the lawsuit said. Dive Insight: The employee filed her claims under the Americans with Disabilities Act, alleging she experienced discrimination and harassment and was ultimately fired due to her ADHD. She also claimed she was initially denied a reasonable accommodation and retaliated against because she asked for one. Aon did not respond to a request for a comment. Compliance issues surrounding reasonable accommodation are always evolving, even as the ADA marks its 35th anniversary. Remote work, or 'telework,' stands out as an example, although the U.S. Equal Employment Opportunity Commission has long recognized it as a reasonable accommodation, according to an EEOC guidance. While the Aon lawsuit offers a twist — the employee alleged she was discriminated against because she requested an accommodation to work in the office, not remotely — the best practices for staying ADA compliant are the same. One critical step is for the employer and the employee to engage in an 'interactive process,' so the employer can understand why an accommodation is needed and what alternatives are possible if the request poses an undue hardship, the EEOC explains. A $22.1 million jury award in July 2024 against Wells Fargo shows how costly it can be to deny a request without engaging in an interactive process or fully exploring the issues. In the Wells Fargo case, a director asked for an accommodation to work from home because his impairment required frequent and quick access to a restroom. His managers allegedly eliminated his role before the matter was resolved. The judge determined there was a dispute over whether Wells Fargo engaged in 'genuine discourse' about the employee's request and said it would have to be resolved by a jury. Employers should also keep in mind that, while allowing an employee to change work locations can be a reasonable accommodation, they may have to modify a work rule or policy for this to happen, EEOC's guidance points out. This issue arose a few years ago, when three City of Berkeley, California, commission members asked to attend meetings remotely from their homes to accommodate their disabilities. The city said they could, but allegedly only if they publicly listed their home address as a meeting place and let the public inside to attend, ostensibly because of a state rule. The U.S. Department of Justice sued Berkeley for violating the ADA. Under the settlement, the city changed its policy to allow the requirements to be waived for disability-related concerns. In the Aon case, the employee said she explained to her manager that her ADHD kept her from performing to her full potential because she was working from home. She twice asked for an accommodation to work in the office full time, but the requests were denied, and she was allegedly told the policy only allowed her to work in the office one day a week. She then submitted a formal request and submitted medical documentation. Although the request was approved, and her performance allegedly improved, she was still fired, the lawsuit said. Recommended Reading The ADA at 30: A landmark civil rights law that still has room to grow Sign in to access your portfolio
Yahoo
7 days ago
- Business
- Yahoo
Hiring is in ‘an AI doom loop,' Greenhouse CEO says
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Two-thirds of U.S. job candidates say they're struggling to land a role in an intensely competitive labor market — and only 7% believe the market favors them, according to a July 17 report from Greenhouse, a hiring platform. Job seekers reported challenges such as hiring automation, employer ghosting and bias. In turn, candidates are responding by using artificial intelligence tools, resume hacks and interview tricks to get attention. 'Hiring is stuck in an AI doom loop,' Daniel Chait, CEO and co-founder of Greenhouse, said in a statement. 'We don't need more friction or hoops to jump through; we need a hiring process that allows people's true selves to come through more clearly and more completely,' Chait added. 'A more human and three-dimensional hiring process that helps candidates showcase their skills and focus their job search is the only way to cut through the chaos and connect the right people to the right roles.' In a survey of more than 2,200 active job seekers in the U.S., U.K. and Ireland, 72% said they've encountered 'bait-and-switch' tactics during the hiring process, where the job they applied for turned out to be different from the offered position. Workers said employment uncertainty, reduced hours and job losses led them to look for a new role. In an attempt to become more competitive, 59% of candidates said they've altered their resumes, and among those, 45% said they've embellished their qualifications. Job seekers also said they're turning to AI to remain competitive, with 67% of U.S. candidates using AI during the job hunt. While 45% use AI to prepare for interviews, 28% use it to create fake work samples, and 22% use automated bots to submit applications. With the growth of AI use in hiring, more than a quarter of candidates said it's even harder to stand out, and nearly a third have claimed AI skills they don't have. As the hiring process grows even more competitive, 10% of job seekers said they've lied on their resume, typically about dates of employment, years of experience and job responsibilities in previous roles, according to an AI Resume Builder report. Only 21% said they regret lying, and 92% said their lies were never discovered. Ghosting appears to go both ways — while 63% of candidates surveyed by Greenhouse said they're often left in the dark after interviews, about half said they've ghosted an employer as well. Among Gen Z job seekers, 73% said they've walked away mid-process, including 26% after receiving an offer.
Yahoo
18-07-2025
- Business
- Yahoo
Employer settles claims that it refused to promote Black employee, fired her after bias complaint
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Dive Brief: A Maryland retirement community will pay $85,000 to settle U.S. Equal Employment Opportunity Commission claims that it refused to promote a Black manager and subsequently fired her when she complained of discrimination, EEOC said in a press release Tuesday. Per the 2024 complaint, the plaintiff sought promotion to a vice president or executive director position, but was told that she was ineligible because she lacked a bachelor's degree. She alleged Westminster Ingleside King Farm Presbyterian Retirement Communities nonetheless employed a White employee who lacked a bachelor's degree as its VP of HR and promoted another White employee with the same job title as the plaintiff to an executive director role. The plaintiff later received a bachelor's degree, but EEOC claimed her supervisor ignored the plaintiff's promotion request. It also alleged she received a 'false' written warning from HR, after which the plaintiff expressed a desire to file a race discrimination charge. She was terminated shortly afterward. EEOC alleged violations of federal laws including Title VII of the 1964 Civil Rights Act. As part of its consent decree with EEOC, the employer did not admit wrongdoing. Dive Insight: The EEOC noted that retaliation — such as that alleged in the Westminster Ingleside lawsuit — is unlawful irrespective of the validity of an employee's claims. Such complaints 'can be early warning signs for employers,' Debra Lawrence, regional attorney at EEOC, said in the press release. 'What employers should never do is treat complaints as the problem or take adverse action against the complainant.' According to agency enforcement guidance, employers may not retaliate against employees for opposing unlawful equal employment opportunity practices. This opposition may include actions such as complaining or threatening to complain about alleged discrimination against oneself or others. Retaliation has formed the basis of previous EEOC settlements with employers, including a 2024 agreement between the agency and an employer that it alleged retaliated against three employees — including an HR manager — for raising concerns about discriminatory workplace treatment. Employers should swiftly and thoroughly investigate employee complaints — with the assistance of an external investigator if necessary, an employment law attorney wrote in an op-ed to HR Dive in March.
