Why Gen Z and Gen Alpha are forcing a rethink of work, purpose and performance

At the Hong Kong Jockey Club, Paul Hotchan is facing generational change with a clear-eyed view of what it really means for the workforce.

As head of talent acquisition, he’s not distracted by clichés about lazy Gen Zers or screen-addicted Gen Alpha kids. What he sees instead is something sharper and more demanding.

“There’s often a tendency to overgeneralize when discussing generational traits, but what stands out most to me about Gen Z and the emerging Gen Alpha workforce is their strong sense of hyper-individualism,” he says.

“These generations are not just seeking jobs; they’re seeking environments that respect and celebrate their unique identities, values and ways of working.”

That mindset is forcing a fundamental shift in how organizations operate, especially when it comes to how teams are built and how leaders manage performance. This is particularly relevant, as 45% of HR leaders think that Gen Alpha will bring a greater expectation of a flexible and inclusive culture, according to an Unmind study.

As a result, inclusivity is no longer an add-on or aspiration but a requirement, Hotchan says.

“Leaders must embrace flexibility, foster psychological safety and create space for diverse voices,” he says. “It’s not just about accommodating differences; it’s about leveraging them to drive innovation and resilience.”

Purpose over paycheck: aligning values to attract today’s workforce

One significant changes Hotchan identifies is the way employees, especially younger ones, are recalibrating their sense of purpose. The idea of work as a purely financial transaction has lost its appeal.

“Employees today want to know that their work contributes to something meaningful beyond profit,” he says.

That expectation happens to be well-aligned with the mission of the Hong Kong Jockey Club, which is structured to operate for the betterment of society. But Hotchan is clear that alignment isn’t enough.

“We’ve recognized the need to amplify our communication around how each individual can make an impact,” he explains. “This includes showcasing authentic stories, not just from employees, but also from external advocates who resonate with our mission.”

Those stories aren’t just for branding. They’re embedded directly into recruitment and onboarding.

“We’ve integrated these narratives into our recruitment and onboarding processes, helping candidates see how their personal values align with our organizational goals,” Hotchan says. “This approach has not only improved engagement but also strengthened our employer brand.”

How economic uncertainty is reshaping career paths

The upheaval isn’t limited to values – it’s economic, too. The younger workforce reacts differently when markets get tough.

“In times of economic uncertainty, we’re seeing a new persona emerge – what I refer to as the ‘struggler,’” Hotchan says. “This individual may feel skeptical or disenfranchised, often prioritizing short-term gains over long-term career planning.”

That persona is agile, mobile and unafraid to break the old rules. Hotchan contrasts it with older generations who often craved stability, which has triggered a rethinking of the entire framework for development.

“For Gen Z and Gen Alpha, career agility is key,” he explains. “We’re exploring whether project-based development paths or flexible role rotations that allow employees to explore different areas of interest without being confined to a rigid trajectory,” he says.

Designing personalized growth for a generation that wants more

Benefits and development offerings are another key area for shifts, in which a preference has emerged for organizations that offer personal development as well as career advancement to stimulate “growth across emotional, social, and personal dimensions,” he says.

In response, the Club is redesigning its talent offerings. Citing McKinsey research, he notes that Gen Z employees are more likely to stay at companies that support their well-being.

“We’ve expanded our offerings to include programs that build resilience, emotional intelligence, and we want to focus on career planning, alongside traditional skill development,” he says. “This reinforces the importance of investing in the full spectrum of employee development,” he adds.

Looking toward Gen Alpha’s future expectations, Hotchan is cautious about relying on generational stereotypes. He expects the focus to shift toward personalization and away from broad demographic categories.

“I believe the focus will shift away from generational labels and toward individual personas, how people prefer to work, learn and grow,” he says. “We’re investing in personalization at scale. [That includes] adaptive learning platforms, customizable career paths, and AI-driven tools that help employees shape their own experiences.”

The aim is to move toward a flexible, self-directed experience. He points to a new framework – Ways of Working – that encompasses people, place and productivity.

“The goal is to move from a ‘one-size-fits-all’ model to a ‘choose-your-own-adventure’ approach to work,” he explains. “Our goal is to ensure that we’re setting up the next generation of employees for success,” he says.

Using workforce insights to shape the future of talent

Hotchan isn’t operating on intuition alone. Data plays a central role in how he anticipates workforce trends and designs recruitment strategies.

“On a tactical level, we continuously analyze first-year voluntary turnover to understand why certain hires don’t succeed,” he says.

That analysis informs changes in sourcing, interviewing, and candidate engagement.

He also pays attention to what employees are learning and how they’re learning it. Those insights shape training programs that reflect both personal interests and business needs

“We’re also examining learning behaviors: what employees are curious about, what skills they’re pursuing and how they prefer to learn,” he says. “For example, if we notice a spike in interest around sustainability or AI, we can proactively offer training in those areas. This not only boosts engagement but also ensures we’re building a future-ready workforce.”