Leading new generations: human first

New generations are entering work life, and there are shifts in the working culture that have to be considered. Inspired by the insights from Nordic Business Forum 2025, we discuss in this article the future of working culture and employers that concerns our students.

Working in constant change

Change is present in our society, and it seems to appear at an accelerated speed. Some people are more agile at adapting to change than others. How do we activate people to join the change? At NBF the keynotes convinced us that the solution is simple: think human first. People – employees, customers, students – should be at the center of the organisation’s strategy. This turns employees into advocates of change.

Interestingly, the keynotes at Nordic Business Forum also highlighted that, in order to drive change, one must actively question the status quo. Here is what troubles us: change itself has become the status quo. Should we start questioning it? The constant pressure to transform, adapt, and evolve fast contradicts the very human-centered mandate we claim to follow.

The exhaustion shows. Employees who experienced an average of seven organisational reorganisations reported change fatigue scores of 4.98 on a scale of 1 to 7, with the effect remaining strong regardless of whether prior changes were successful or communication was good. Each time a new major organisational change is planned, change fatigue among personnel increases, resulting in decreasing chances of success. The urge of constant reorganising is compared to gambling addiction, with the conclusion that drastic changes should only be a last resort. (De Vries and De Vries 2021.)

When it comes to change, leaders should know when to take a break and let things settle before moving on to the next big change.

Leadersip built on soft skills

Another point made at NBF was that instead of working an entire career in one job, employees will most likely practice ‘nomadic professionalism’. People switch jobs more often, and they consider work a part of their life, not the center of it. The keynote pointed out that, if employers prioritise keeping great performers working for them, they must strategically start building loyalty: and loyalty is created by a homelike work culture that ‘fosters love’. Leaders should ask their teams what kind of culture they would want to create and experience, and then make sure that the work culture is aligned with their answer.

Most of the time, the aspects are relatively simple. A key motivator for GenZ employees is feeling appreciated by their employer. When they feel valued, GenZ workers are up to eight times more likely to be motivated compared to when they do not. (Surugiu et al. 2025)

The value of human connection

The third insight from NBF is that in this age of AI and advancing technologies, the AI-native generation entering the workforce has a fundamentally different relationship with technology. These professionals grew up with AI as a natural part of their lives, expecting intelligent systems to handle routine tasks while they focus on creative problem-solving and human interaction. Companies competing for top AI talent must start building their employer brand with these emerging professionals in mind.

Today, our hospitality students expect to work alongside AI tools that handle repetitive tasks like reservation management or basic guest inquiries, allowing them to focus on creating memorable human moments. The brands that attract today’s workers and tomorrow’s top talent are those that show they understand this balance, listening carefully to subtle signals about what the next generation values in their workplace.

Welcoming new generations to work life requires patience, understanding and open-mindedness. The generation that is currently entering work life has lived their transformative years in lockdown. It takes time to get used to the society going back to ‘our normal’, and we should support their journey.

Supporting our students’ learning journeys

In conclusion, NBF keynotes highlighted to us the importance of human-centeredness and learning at the core of change. At Haaga-Helia, we believe that learning thrives in environments where people feel safe to experiment and fail. In education and research, development and innovation projects, we create spaces in which students tackle real challenges, make mistakes in low-stakes environments, and reflect on what those mistakes teach them.

Practical support includes taking time to reflect, sharing successes and setbacks with peers, and leaders celebrating efforts even if they fail. This helps students develop the skills of understanding others and quickly adapting. As lecturers, we pay attention to our student’s talents, support their learning journey. and help them unlock hidden potential.

Success in ‘leading human-first’ means focusing on human-centered attributes, and at the same time finding a balance between soft skills and ‘old-fashioned’ business and revenue making skills.

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