Building a workplace culture Gen Z can trust, shape and grow into

Manila, Philippines — As Gen Z professionals increasingly influence the workplace landscape, companies are finding themselves redefining the essence of employment relationships. Raymond Ogan, the newly appointed Talent Location Leader of EY Global Delivery Services (GDS) Philippines, emphasizes that culture can't be measured solely by what organizations claim about themselves. Instead, it's shaped by the daily experiences, leadership actions, access to growth, well-being support, and the perception of being heard.

Ogan stresses that a robust culture is not defined by written statements but by consistent experiences. This perspective is crucial as the workforce evolves, with Gen Z professionals entering the job market with higher expectations around well-being, purpose, flexibility, and career development. Rather than seeing these as exceptions, leaders should view them as indications of the broader workforce's future direction.

Organizations can respond to these changing expectations by embedding flexibility, well-being, and development into the organizational fabric without compromising on accountability. This evolution begins with integrating everyday culture into the work models of multi-generational teams through structured well-being initiatives, clear career development paths, and hybrid work arrangements. These practices create a tangible, day-to-day cultural experience rather than relying on isolated programs or large-scale campaigns.

Consistency plays a key role in shaping culture. While formal programs are important, the most impactful signals often come from small, repeated behaviors such as timely recognition, active listening, inclusion, respect for time, and following through on commitments. These behaviors build interaction patterns that ripple through teams, creating a shared cultural environment.

Addressing potential burnout is another critical aspect of cultural evolution. Burnout often stems from heavy workloads, complex demands, lack of control, and insufficient support. Leaders are urged to identify signs of burnout, listen genuinely, manage workloads thoughtfully, and provide support proactively. Organizations can also foster a healthy work-life balance by creating opportunities for employees to recharge and pursue personal interests.

To further strengthen culture, organizations should actively involve young professionals in shaping workplace experiences. This co-creation approach includes mechanisms like surveys, feedback forums, and ongoing dialogue. For instance, EY GDS Philippines incorporates employee input into well-being programs by determining topics and session content. This not only makes employees feel heard but also positions them as co-creators of their workplace experience.

In the context of leadership development, especially in an AI-driven future, the skills required go beyond technical knowledge. Ogan highlights judgment, discernment, empathy, influence, and relationship-building as essential leadership attributes. As AI handles more data-driven aspects of work, the human element—especially in decision-making and connection—becomes paramount.

Talent functions can act as catalysts for this shift by modeling these behaviors and fostering leadership development across the organization. Ultimately, a people-centered culture built through systems, reinforced by leadership behaviors, and sustained through trust, can empower Gen Z talent to experience work meaningfully today and lead confidently tomorrow.