Gen Z is no longer knocking on the door of the finance function. They are already inside, bringing different expectations about inclusion, technology, teamwork, and well-being. For CFOs and finance leaders, this shift is more than a generational curiosity. It is strategic. Finance is becoming more influential and more digital, with a growing role in topics like sustainability and social value creation. If leaders do not adapt to Gen Z’s work values, the cost will show up quickly in disengagement, turnover, and missed opportunities.
This article distills the findings from our peer-reviewed study, Dealing with Gen Z in the Workplace: Insights from the Finance Function (International Journal of Management and Applied Research, 2025). We combine a structured literature review with three focus groups of 67 finance managers in the Netherlands who currently supervise Gen Z professionals. We organize the insights with the DITTO framework: Diversity, Individualism and Teamwork, Technology, and Organizational Support. The result is a practical roadmap to attract, integrate, and retain Gen Z talent while building a High Performance Organization (HPO) in finance.
Why Gen Z matters now
The workforce is in a rare four-generation moment. As Baby Boomers and more Gen X employees retire, Millennials increasingly manage incoming Gen Z colleagues. Gen Z, born between 1996 and 2010, is growing rapidly in the labor market and will account for a much larger share of employees by 2030. In parallel, finance is moving from a compliance-centered function to a strategic partner. Respondents in recent research cited in our paper report that finance already plays an important role in achieving business objectives, with an expectation that its influence will keep rising.
There is a tension at the heart of this transition. Surveys we reviewed indicate many managers find Gen Z harder to manage than other generations. Finance leaders therefore face a double requirement. They must raise the strategic impact of the function and, at the same time, align everyday practices with what Gen Z needs to thrive. That alignment is not about indulging preferences. It is about building a finance function that is high performing, modern, and resilient.
The DITTO framework at a glance
To make sense of what Gen Z expects at work and what finance can realistically offer, we use DITTO.
- Diversity: authentic inclusion across all levels, not token statements.
- Individualism and Teamwork: room for autonomy with clear links to team goals.
- Technology: seamless, modern tools that enable flexible, efficient work.
- Organizational Support: psychological safety, regular feedback, career paths, and attention to well-being.
Our literature review and the focus group discussions converge strongly on these four dimensions. The focus groups add practical nuance that matters in finance.
Diversity: inclusion has to be visible at the top
What the research says
Gen Z grew up in a world of volatility, social movements, and permanent connectivity. They value social justice, equity, and representation, and they are quick to notice the difference between statements and action. They prefer employers that integrate diversity into core processes, from recruitment to promotion.
What we heard from finance leaders
The finance function often lacks representation at senior levels. Rigid hierarchies and a homogenous top discourage engagement. When Gen Z does not see authenticity in leadership composition or in decision practices, commitment drops.
What to do
Embed inclusion into the DNA of the finance function. Use inclusive hiring, transparent promotion criteria, and structured mentoring and sponsorship. Create open forums that allow diverse perspectives to influence policy and daily decisions. Most importantly, ensure representation at senior levels. In HPO terms, role modeling and process discipline must reinforce the culture you want to build.
Individualism and teamwork: start with structured independence
What the research says
Gen Z seeks both autonomy and belonging. They want to make a tangible individual contribution and also see how their work advances shared goals. They value flat structures, open dialogue, and frequent, constructive feedback.
What we heard from finance leaders
A key nuance emerged. Gen Z performs best with structured independence. They prefer to work individually first, then move into collaboration. Forced, continuous teamwork from the outset feels inefficient and reduces ownership.
What to do
Design work so that individual deliverables come first, followed by deliberate team synthesis. Agile rhythms help: short iterations, clear outputs, regular review moments, and visible links from task to impact. Pair this with mentoring and peer reviews to build judgment and speed. In HPO language, this blends clarity of responsibilities with disciplined collaboration and continuous improvement.
Technology: reduce friction, then scale ambition
What the research says
As digital natives, Gen Z expects modern tools that make work smoother and more flexible. They are comfortable with asynchronous communication and rapid learning through digital platforms.
What we heard from finance leaders
Legacy systems and formal, slow channels drain energy and engagement. The issue is not only the age of systems, but the friction they introduce into daily work.
What to do
Upgrade the digital workspace around your core finance platforms. Introduce user-friendly collaboration and project tools for communication, task tracking, and knowledge sharing. Offer micro-training for your finance tech stack and invite structured feedback on usability. Support hybrid and asynchronous work where the process allows it. The test is simple. If a process is high-stakes and high-control, keep it tight. If it is routine and repeatable, design for speed and flexibility.
Organizational support: psychological safety is non-negotiable
What the research says
Gen Z values stability, mental health support, and work-life balance. They want regular feedback, clear development paths, and managers who listen and coach.
What we heard from finance leaders
Psychological safety is a make-or-break condition in high-pressure finance roles. Without transparent feedback and visible support, burnout risk rises and retention falls.
What to do
Create a feedback system that is predictable and constructive. Use feedforward conversations that combine performance goals with development steps and well-being. Make career paths explicit, with options for specialist growth and leadership tracks. Provide access to mental health resources and address workload openly. In HPO terms, you are building a supportive environment with high standards and high support.
Where theory and practice meet
Across DITTO, the agreement between literature and practice is high, but the focus groups sharpen the picture for finance:
- Move diversity from policy to practice, with representation at senior levels.
- Give Gen Z structured independence before collaboration.
- Reduce everyday friction in tools and processes, not just add more technology.
- Put psychological safety at the center of performance management.
Finance leaders also raised three practical concerns. Some Gen Z employees need stronger baseline skills, many show impatience about growth, and living situations can affect work discipline. The response that works is not a harder stance, but a clearer system. Realistic previews, strong onboarding, mentoring, and explicit standards shorten the learning curve and align expectations.
A practical roadmap for CFOs and finance leaders
Based on the combined evidence, here is a concise sequence you can implement in the finance function to strengthen attraction, engagement, and retention while moving toward HPO:
- Set the tone at the top
Define measurable goals for diversity and inclusion within finance, including representation in senior roles. Publish promotion criteria and use sponsorship to advance diverse talent. - Redesign work for structured independence
Break key workflows into individual deliverables followed by team synthesis. Introduce short cycles with show-and-tell reviews. Tie every task to a visible business or societal outcome to reinforce purpose. - Modernize the collaboration layer
Keep your ERP and consolidation controls tight, and add a lightweight collaboration stack for communication, tasks, and documentation. Run quarterly usability check-ins and act on what you hear. - Make feedback frequent, specific, and safe
Institutionalize feedforward conversations that combine performance, learning goals, and well-being. Train managers to give timely, practical input and to ask for input back. - Build clear development paths
Map specialist and leadership pathways, with milestones and learning experiences. Use mentoring, coaching, and short rotations to accelerate capability building. - Invest in well-being and workload design
Provide access to mental health resources and financial wellness support. Plan peak periods and recovery time deliberately. Discuss workload as a standing agenda item, not only when problems surface. - Strengthen onboarding and realistic previews
Show the real work upfront, including the pressure moments and the standards. Pair new Gen Z hires with experienced peers. Make early wins visible and celebrate them.
These steps are consistent with HPO characteristics. They clarify purpose and standards, enable disciplined execution, and build a culture that supports high performance over time.
Preparing the next wave of finance talent
The implications of our study go beyond today’s CFOs and finance leaders. Universities, business schools, and professional educators play a critical role in preparing Gen Z for high-impact careers in finance. Technical excellence will always be the foundation, but it is no longer enough. Modern finance functions need graduates who can:
- collaborate effectively across functions and levels,
- give and receive constructive feedback,
- exercise sound judgment in complex, uncertain contexts, and
- thrive in short, outcome-driven cycles of work.
When education builds these capabilities alongside technical skills, graduates not only integrate faster but also accelerate the transformation of finance into a true high-performance function. For CFOs, this means stronger pipelines of talent who are ready to contribute on day one. For educators, it means aligning with the realities of modern organizations rather than relying solely on traditional curricula.
The bottom line for high-performance finance
Gen Z is not disrupting finance for the sake of disruption. They are highlighting the shifts that every finance function must make to stay relevant: genuine inclusion, structured autonomy, frictionless technology, and a supportive culture that sustains performance. Leaders who act now build a function that is attractive to new talent, resilient under pressure, and strategically impactful.
That is not just what Gen Z needs. It is what a High Performance Organization requires.
Interested in making your finance function truly high performing? Contact André de Waal at the HPO Center to explore what this means for your organization.