Decoding Gen Z Candidates During Interviews

Hiring manager: “So, do you have any questions for me about the role?”

Gen Z candidate: “Honestly, so far, it’s 6-7. How quickly can I get promoted here?”  

Hiring manager: [???]

How can you prepare for interviews with candidates who have different ways of communicating, varying priorities and new ideas about work in general?  

First off, it’s time to brush up on your slang, unc, so you’re not caught off guard.  

Next, get ready to answer new questions about climate change, mental health, salary and benefits, mentorship and, yes, promotions because by 2030, Gen Z (born 1997-2012) is expected to make up nearly 30% of Canada's workforce. They’ll be taking over our workplaces… and bringing their new ideas about work with them.  

While you've been perfecting your interview questions to assess candidates, Gen Z has been developing their own list of non-negotiables.  

This generation is reshaping what "interview preparation" means on both sides of the hiring table and heads up for hiring managers: they’re not shy about asking tough questions right back.

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They speak a different language

Here’s a small glimpse at how much sway Gen Z (and the next generation, Alpha) have over the way we communicate. ICYMI (“in case you missed it”), Dictionary.com just announced the 2025 “word” for the year, and surprise! It’s not even a word: it’s 67 (pronounced “six-seven” and can also be written as "6-7" or "six-seven").  

It’s gaining so much traction, "6-7" appeared in digital media six times more frequently in October 2025 alone (compared to 2024). Teachers across North America have been dealing with students shouting it in classrooms all year, so it’s bound to appear in the workplace as well.  

While the chances of it showing up in a formal interview are slim, here’s a tip: it can be interpreted as "so-so," "maybe this, maybe that" or even an exclamation (e.g., “Three weeks’ vacation? Six-seven!”).  

If none of this makes sense to you, congratulations: you're experiencing the generational communications gap in real time.  

As digital natives, Gen Z operates in a completely different linguistic and cultural world. They’ve grown up with TikTok and memes, learning to incorporate classic brainrot slang into their everyday communications. So, what seems like an overly casual communication style to you might be perfectly normal to them.

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Working from home? Not always

Another Gen Z surprise: While you might be bracing for remote work demands, assuming this digitally native generation wants to work at home in their PJs, you’ve got it wrong.

A Gallup survey (U.S.) earlier this year found that Gen Z is the least likely of all generations to prefer exclusively working from home — only 23% of those surveyed said this was their preferred work location. Instead, they’re the generation that most prefers hybrid work, at 71% of those surveyed.  

So, the flexibility of working from home and the office is critical.

It could be because they want to network and interact with others more often. In fact, that same survey also found that Gen Z is the most likely to say they wish employees in their organization worked remotely less often. They’re also the loneliest generation. Gen Z is almost twice as likely as Gen X, and nearly three times as likely as baby boomers, to say they “experienced loneliness a lot of the day yesterday.”

In terms of their hierarchy of needs, however, flexibility isn’t the most important to Gen Z.  

Gen Z wants autonomy and the ability to balance their life, but many actually crave the structure, mentorship and social connection that comes from being onsite. This means you might hear questions like these:

• "What does the office culture actually feel like day-to-day?"

• “How many people work onsite throughout the week?”

• "Is there flexibility in start times or the ability to handle personal appointments when needed?"

• "What does your flexible work policy actually look like in practice?"

• "Are there opportunities for mentorship and learning from senior team members?"

• “What kinds of coaching programs do you offer?”

• "How does the team collaborate when we're together?"

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The new reality: Questions about trust and transparency

Gen Z has grown up in a culture of transparency, collaboration and constant feedback. They expect that same openness from their employers and are quick to move on if they don’t find it.  

A survey by the Angus Reid Institute of over 1,100 Canadian workers aged 20 to 35 found that 96% want to work for an employer that encourages workers to share new ideas, and 93% want organizations that support quick and flexible decision-making.  

Another survey by Nestlé Canada found that 78% of young professionals don’t feel empowered by their employer, and 81% say their workplace isn’t agile enough to respond to ideas or change.  

And here's the kicker: Gen Z candidates will use the interview to determine whether you actually deliver on corporate promises of transparency and if you listen to employee feedback. Expect questions like these:  

• “Can you give me an example of a time when an employee suggested a new idea, and leadership actually ran with it?”

• “How does your organization handle feedback from junior employees? Does it actually influence decisions?”

• “What’s the approval process like here? If I have an idea for improving something, how quickly could I make it happen?”

• “How often do you revisit goals or priorities when things change? Are teams empowered to adapt?”

• “How transparent is communication between leadership and staff?”

• “What do you do to make sure everyone’s ideas get heard, not just the loudest voices in the room?”

• “What’s something your organization has changed recently based on employee input?”

• "What does empowerment actually mean in this role?"

• "How are decisions made, and will I have a voice?"

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Be prepared to talk about people AND planet

Just as Gen Z is assessing whether your organization truly empowers its people to share ideas and make decisions, they’re also evaluating whether your values align with theirs. For this generation, empowerment and impact go hand in hand: they want to contribute to workplaces that listen to employee voices AND act responsibly toward the planet and society.  

In other words, Gen Z isn’t just asking, “Will I be heard here?” — they’re also asking, “Will my work here matter?”

According to Deloitte's 2024 Gen Z and Millennial Survey, nearly 75% of Gen Z respondents say an organization's societal impact — including environmental efforts — is a key factor when choosing where to work. The report also found that 20% have already changed jobs or industries to align with their environmental values, and another 25% plan to do so in the future.

So naturally, if the environment is that important to them, they’re going to ask in interviews how your organization prioritizes protecting the planet. They will also ask about your organization’s stance on diversity, equity and inclusion, as well as societal impact more broadly.

Be prepared to answer questions like these:  

• "What's your company's stance on climate action, and can you give me specific examples?"

• "How does this role contribute to meaningful impact beyond profit?"

• “What kind of sustainability goals or metrics does your organization track, and how are you progressing toward them?”

• “Do you publish an ESG or sustainability report? If so, what results are you most proud of?”

• “How does your organization reduce its environmental footprint in day-to-day operations?”

• “Are there opportunities for employees to get involved in environmental or community giving initiatives?”

• “How do you hold suppliers or partners accountable to your sustainability standards?”

• “What steps are you taking to ensure diversity, equity and inclusion across the organization, not just in hiring, but in leadership and decision-making?”

• “How do you balance business growth with social and environmental responsibility?”

• “Can you share an example of a company decision that prioritized values over short-term profit?”

These questions show that for many members of Gen Z, work is an extension of their personal values and desire to make an impact. They want to align their day-to-day efforts with organizations that walk the talk on sustainability, equity and community engagement.  

So, for them, corporate values are a decision-making filter. When employers can speak authentically about measurable progress — whether that’s reducing emissions, improving diversity in leadership or giving back to local communities — they earn trust and loyalty from a generation that’s determined to make a difference through their work.

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The loyalty myth: Understanding short tenure

According to Statistics Canada, in 2023 among all employees, about 14.3% of workers had job tenure under one year, and among Gen Z and younger Millennials, these short tenure rates were even higher. In fact, recent Canadian research shows that about one-third of Gen Z respondents have already switched careers more than once.  

This churn isn’t about disloyalty, per se, but rather unmet expectations. The top factors are the absence of clear progression, stagnating roles and the need for greater autonomy.

Put simply, many Gen Z professionals are leaving their current role because it doesn’t offer visibility, advancement or the feeling that they’re growing. So, when you’re interviewing Gen Z candidates, be ready for questions like these:

• “What does the typical career trajectory look like for someone in this role?”

• “How often do performance reviews happen, and how do they translate to advancement?”

• “Can you give me examples of people who have been promoted from this position?”

• “What does success look like in the first 90 days, and how is it measured”

• “How does your organization support internal mobility? Can employees move between departments or teams?”

• “Do you post new roles internally before going to external candidates?”

• “How are promotions decided? Is there a transparent process or set of criteria?”

• “If I take on extra responsibilities, how is that recognized or rewarded?”

• “What’s your approach to professional development? Is there a budget or policy for training?”

• “Can you share an example of someone who has built a long career here, and what helped them stay?”

• “How do managers here support their team’s career goals?”

For Gen Z, career mobility is about learning and feeling like their contribution leads somewhere. They’re willing to stay and grow with an employer who provides transparency, regular feedback and visible opportunity. But if they sense stagnation or closed doors, they’ll move on.  

So, employers, if you want to retain Gen Z talent, be sure to create pathways — and be ready to prove it in the interview.

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Money talks: Expect questions about salary & benefits

With the cost of living higher than ever, pay and perks matter to all employees, but for Gen Z workers in Canada, the stakes are even higher. In fact, to make ends meet, half of full-time Canadian workers aged 18-24 hold more than one job — the highest number globally.  

As more workers take on multiple roles to pay the bills, employers will be expected to offer flexible scheduling and, of course, more competitive compensation to boost the retention and engagement of these young workers.

So, when Gen Z candidates sit down for an interview, expect them to drill into more than just “What’s the base salary?” They’ll ask clarifying questions like:

• “How did you arrive at the salary range for this role?”

• “How often do salary reviews happen, and are they tied to performance or tenure?”

• “What’s included in total compensation? For example, do you offer bonuses, equity, wellness benefits or professional development?”

• “How do you handle cost-of-living increases or salary adjustments in high-cost regions like Vancouver or Toronto?”

• “Are there tiered benefit levels for long-term employees, and how quickly do you unlock them?”

• “If I exceed expectations in my first year, how is that reflected in compensation or promotion eligibility?”

• “Do you track pay equity across gender and demographic groups? Are those results shared internally?” (Note: In jurisdictions like BC, employers of a certain size must report publicly on gender pay gaps as part of the province’s pay transparency legislation.)

• “What benefits do you offer to support financial wellness (e.g., student‐loan assistance, savings plans, flex benefits)?”

This generation is keenly aware that average salaries don’t always deliver actual living standards, especially for younger workers trying to build their savings, invest in their careers and think about buying a home someday.  

For employers, if you want to attract and keep Gen Z talent, be transparent about salary structures, show that benefits go beyond the basics and prepare to answer direct questions about total value beyond the paycheck.

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The wellness check: Mental health matters

Whether caused by the high cost of living, climate change or global unrest, members of Gen Z are more stressed and anxious than other generations.  

In a 2024 Benefits Canada survey, 40% of Canadian Gen Z employees said they were at a “mental-health breaking point,” while Dialogue’s 2025 Well-Being Index found that young Canadians age 20–29 scored the lowest well-being of any age group, just 46 out of 100.

For this generation, a good salary doesn’t mean much if the job costs their mental health. So, it’s no surprise that interviews with Gen Z candidates increasingly include questions about mental health support, boundaries, burnout prevention and psychological safety. They’re not shy about asking how your organization supports people when workloads pile up or morale dips, and they’ll listen closely to how authentically you answer.

Expect questions like these:

• “What kind of wellness or mental-health benefits do you offer, and are they actually easy to access?”

• “How does your organization handle high-pressure periods? What support is in place for stress or burnout?”

• “Do you offer mental-health days, and how are they viewed by leadership?”

• “How does your company promote healthy boundaries? For example, around after-hours emails or weekend work?”

• “What does your workload management process look like when things get busy?”

• “How do managers check in with their teams about well-being, not just performance?”

• “Is psychological safety part of your culture here? Can people speak up if they’re struggling?”

• “How does leadership model balance and well-being?”

• “Do you offer training on resilience, mindfulness or stress management?”

• “What’s your approach when someone needs time off to focus on their mental health?”

Gen Z has grown up in a world that talks openly about anxiety, burnout and boundaries, and they expect that same openness from their workplace. So, when they ask about well-being in an interview, they’re not looking for buzzwords or branded wellness programs; they’re listening for sincerity, consistency and leaders who model work-life balance.  

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Preparing your organization for the next generation

Gen Z candidates are conducting their own assessment of you during the interview process. They're looking for authenticity, transparency and alignment with their values, particularly around purpose-driven work, career growth and organizational agility.

This generation isn’t as motivated by work as previous ones; they work to live rather than working to climb the ladder. They want to be compensated fairly, of course, but they also want the ability to grow in their career without losing track of life’s main priority: enjoying life.  

So, they're often more thoughtful about their choice of employer, asking questions you may not have answers to.  

The good news? These conversations can be incredibly valuable. Gen Z's probing questions give you the opportunity to showcase your company culture authentically, clarify expectations on both sides and ultimately make better hiring matches.

So yes, they might speak a different cultural language (hello, "6-7") and they might challenge your assumptions about what young workers want, but they're also surprisingly traditional in some ways. They value in-person connection, long-term stability and meaningful mentorship.  

The key is being prepared for honest dialogue about whether your workplace can deliver what they're seeking.