By Cathy Gidrol

In Switzerland, companies are facing a genuine generational inflection point. Every year, more than 70,000 young people under the age of 30 enter the labour market (OFS, 2023). A majority of them belong to Generation Z, defined as those born between 1995 and 2010. They bring with them a view of working life shaped by purpose, speed, social impact and a far more fluid relationship with hierarchy and with the boundaries between private and professional life.

For their part, Swiss executives and managers, often from Generation X or Y, struggle to integrate them effectively without diluting their corporate culture. A Geneva-based SME in the technology sector recently reported that 4 out of 10 young employees hired in 2022 had left the company within 12 months. Not because they lacked skills or opportunities, but because there was a complete mismatch between their expectations and the internal culture.

Cultural clash is not inevitable

Young people are not afraid to change or to challenge established models. They want to be useful, heard and aligned. Their relationship with work is less hierarchical and more participatory. According to a Deloitte study (2022), 49% of Swiss Generation Z respondents believe personal fulfilment matters more than job security.

This is not a war of values; it is an opportunity for renewal. But that requires a willingness to adapt onboarding, training and management practices. In Zurich, a financial services company introduced “generational pairings”: each new employee under 28 is supported by a mentor over 45 during the first six months. The result? A 22% drop in turnover among these profiles.

Corporate DNA: foundation or straightjacket?

A strong corporate DNA does not mean rigidity. It is precisely because identity is clear that it can open up. A family-owned construction company in Vaud, now in its third generation, successfully integrated 5 young apprentices by introducing “company history” days: visits to former construction sites, presentations on the founders and discussions around the company’s values. These young employees are now the most engaged in their cohort.

Generation Z does not reject traditions: it seeks to understand them and contribute to them. Strong DNA then becomes a springboard, not a prison. But it still needs to be made legible, narrated and embodied.

Practical ways to make integration work

1. Mentoring across generations: Bâle Industrie SA has introduced a reverse mentoring programme: younger employees train senior staff on digital tools, while senior staff pass on their field experience. A double benefit.

2. Putting the company story to work: Internally, each month, a manager shares their experience, setbacks and lessons learned. This ritual has created a strong emotional bond and a sense of belonging.

3. Spaces for co-creation: Companies in Lausanne are testing “innovation labs” where junior and senior staff work together to design new ideas for services or products. A way to channel young people’s creative energy.

4. Clarifying expectations: In job interviews, as well as during onboarding, spelling out the company’s implicit codes helps avoid frustration and early departures.

5. Recognising soft skills: In Neuchâtel, one company added “ability to cooperate” and “openness to feedback” to its annual reviews. This highlights human qualities, often particularly strong among Generation Z employees.

Conclusion: passing on values without freezing them in place

Integrating young people does not mean betraying yourself. It means accepting that the world is changing, that reference points are evolving, but that certain core values can be expressed differently. It is an opportunity to revisit your mission, strengthen cohesion and prepare for what comes next.

Switzerland’s most resilient companies are often those that know how to strike an intelligent balance between transmission and innovation. In a country where know-how is a tradition, let us not forget that making knowledge visible and shared is also a key for future generations.

What if bringing Generation Z into the company became the moment to proudly reaffirm who you are, while opening the door for them to help build the world of tomorrow?

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