GUEST COLUMN.

In the summer of 2004, I landed my first real HR job as an HR Assistant for a local non-profit. I keyed payroll data, organized files, scheduled interviews and appointments, and even placed tissue boxes in the conference room when the HR manager had to deliver difficult news.

When I mentor early-career professionals, I often share how those beginnings shaped my knowledge, understanding, and passion for HR. Today, however, all those formative tasks can be automated (except for the distribution of tissue boxes). Payroll data syncs directly from time clocks to payroll systems. Files are stored digitally. Candidates self-schedule interviews. Even difficult conversations can happen via online platforms (no need for tissues).

In May 2025, I wrote about Generation Alpha and how the public sector must evolve to meet their expectations. Since then, as I’ve traveled the country speaking with public sector leaders, another concern has emerged about Generation Z – people born between 1997 and 2012.  Many leaders, parents, and community members are witnessing a troubling trend: a growing number of under-25 youth—both college-educated and not—are unemployed or underemployed.

According to the Bureau of Labor Statistics, the youth unemployment rate reached 10.8% in July 2025, up from 9.8% in July 2024. This continues a steady climb from 8.4% in 2022 among 16- to 24-year-olds. New data from the Bank of America Institute reveals that recent college graduates (ages 22–27) are struggling more than the broader workforce to secure post-college employment. As of June 2025, the unemployment rate for college graduates stood at 4.8%, compared to 4% for other age groups.

This unfortunate state of affairs presents an opportunity for cities, counties and states to tap this pool of talent. By bridging the gap between K–12 education and Corporate America, government agencies can redefine what it means to serve—and inspire a new generation to lead.

But how to help members of Generation Z to even consider public sector jobs as a possibility? Frequently, they aren’t even aware that these opportunities exist – despite the fact that they’re looking for rewarding work.

Here are some powerful approaches:

Tailor Recruitment Campaigns

Emphasize purpose, community impact, and long-term career mobility—values that resonate deeply with Gen Z. Build strong partnerships with K–12 schools and universities. Show up at career fairs, classroom visits, and guidance counselor events to spark early interest in public service.

Expand Internships and Part-Time Roles

Offer hands-on experience during the academic year. Invest in modern digital platforms that host virtual events, trainings, and showcase career pathways. Upgrade HR systems to streamline entry-level hiring and reduce friction.

Eliminate “experience creep”

Focus on skills, not tenure. Provide training and certification pathways post-hire. Invest in manager development to support early-career professionals and foster inclusive leadership.

Reverse Mentoring and Succession Planning

As retirements rise, pair seasoned employees with Gen Z hires. This bridges succession gaps, facilitates knowledge transfer, and builds a culture of growth.

These are all powerful approaches, but perhaps the biggest opportunity to bring these people into a public sector job is through the appropriate use of technology, to connect with this population.

For example, leveraging digital tools allows you to build career-branded websites, offer AI-powered chat features to answer candidate questions, and create a frictionless application experience. Platforms that support career fair management at local community centers and universities, along with tools for seamless two-way communication, ensure your message reaches the right audience—where they are and how they prefer to engage.

Just as important are tools that keep candidates engaged throughout a multi-step hiring process. Automated status updates, personalized email or text nudges, and interactive candidate portals help maintain momentum and reduce drop-off. By creating a transparent, responsive, and engaging experience from first click to final offer, agencies can build trust and enthusiasm among Gen Z applicants.

Technology also enables career development and manager support that Gen Z craves. There are tools that can help agencies:

·        Offer personalized training and certification pathways.

·        Promote internal gigs and short-term roles to encourage mobility.

·        Train managers in emotional intelligence, situational leadership, and coaching. 

·        Leverage mentorship-matching tools to pair seasoned employees with Gen Z talent.

Closing Thoughts

It’s time to flip the script— Agencies that modernize their culture and foster inclusive, dynamic environments will be the ones that win Gen Z’s talent and trust. Though it’s hazardous to generalize about any individual age group – there are lots of other factors that enter into the way an individual approaches the world —frequently members of Generation Z are mission-driven, tech-savvy, and impact-oriented.

They’re not just looking for jobs; they’re searching for purpose. The public sector offers exactly what they crave: meaningful work, stability, and a clear path to growth. While they may not stay for 25 years or until pension eligibility, they can launch a career that matters—and that’s a win for everyone.

Gen Z is ready to serve. Let’s make public service their first choice.

The contents of this Guest Column are those of the author, and not necessarily Barrett and Greene, Inc. 

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