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MANILA, Philippines — As Gen Z continues to reshape the workplace, organizations are being challenged to rethink what makes employment relationships meaningful, sustainable and future-ready. For many young professionals, opportunities and culture are no longer measured by what companies say about themselves; they are experienced through everyday interactions, leadership behaviors, access to growth, support for well-being and the extent to which employees feel heard.
For Raymond Ogan, newly appointed Talent Location Leader of EY Global Delivery Services (GDS) Philippines, this calls for a deliberate approach to culture-building, one that treats employee experience not as isolated programs but as a long-term organizational priority.
“After more than 20 years in the industry, I have come to realize that a strong culture is not defined by what is written. It is defined by what is consistently experienced,” Ogan said. “Culture shows up in everyday behaviors, decisions and interactions. It is how leaders show up for their people, how teams collaborate, how accountability is upheld and how inclusiveness is truly lived.”
Meeting Gen Z where they are
This perspective comes as organizations face changing workforce expectations and a shifting relationship between young talent and employers. Gen Z professionals are entering the workforce with stronger expectations around well-being, purpose, flexibility and career development. Rather than treating these as exceptions, leaders can view them as signals of where the broader workforce is heading.
Responding to these shifts does not mean compromising standards. It means evolving the systems, practices and leadership behaviors that help people meet those standards sustainably.
“The opportunity for organizations is not to lower performance standards, but to evolve how people are able to meet them,” Ogan said. “By embedding flexibility, well-being and development into how the organization operates, without compromising accountability, employees are better positioned to perform at their best.”
Embedding culture into multi-generational workforce
A practical response begins by integrating everyday culture into the work design of multi-generational organizations. Its approach includes structured well-being initiatives, defined career development frameworks and hybrid work arrangements designed to support employee experience. These practices reflect a broader view of culture as something embedded into daily work, not simply communicated through values statements or large-scale campaigns.
Culture likewise becomes tangible through consistency. While formal programs matter, the strongest cultural signals often come from everyday behaviors as well: timely recognition, active listening, gestures of inclusion, respect for people’s time and follow-through on commitments.
“These small, repeated behaviors build patterns in how people interact, collaborate and make decisions. When leaders demonstrate them, they create a ripple effect across teams,” Ogan added.
This everyday view of culture is especially important in addressing potential burnout. Burnout can stem from heavy workloads, complex demands, lack of control or insufficient support, which require sustained interventions rather than quick fixes.
Leaders are encouraged to identify and respond to potential signs of burnout, listen genuinely, manage workloads thoughtfully and provide support before challenges escalate. Organizations can also create meaningful opportunities for employees to recharge, explore interests and maintain a healthy balance between work and recovery.
Giving Gen Z shared ownership
Organizations can further strengthen culture by inviting young professionals to help shape the workplace experience, rather than expecting them simply to adapt to established norms.
This true sense of ownership begins with giving people a voice and helping ensure that voice leads to visible action. EY GDS Philippines does this through channels such as surveys, feedback forums and ongoing dialogue. In its well-being programs, for example, employee input helps shape the topics explored and sessions provided.
“That may seem like a small intervention, but it signals something much larger,” Ogan said. “Employees are not just participants. They are co-creators of the experience.”
This co-creation mindset also connects to Gen Z leadership development. As workplaces become more AI-enabled and fast-changing, future leaders will need capabilities beyond technical knowledge. Ogan points to judgment, discernment, empathy, influence and relationship-building as non-negotiable leadership skills.
“As AI reshapes how work gets done, the most critical leadership skills are becoming even more human,” he said. “AI can generate insights at scale, but leaders must decide what matters, interpret context and make informed choices. Human judgment and connection will ultimately define leadership.”
Preparing young talent to lead
Preparing future leaders means creating the right platforms, frameworks and tools while facilitating leadership development is lived daily within teams. Talent functions can serve as catalysts by guiding current leaders to model the right behaviors, helping them become multipliers of leadership across the organization.
At the heart of this direction is a people-centered view of culture: one built through systems, strengthened by leadership behaviors and sustained through trust. For Gen Z talent, this kind of culture can shape not only how they experience work today but also how they build the confidence, judgment and adaptability needed to lead tomorrow.
Visit https://www.ey.com/en_ph/careers/global-delivery-services to learn more.
Editor’s Note: This press release from EY Global Delivery Services is published by the Advertising Content Team that is independent from our Editorial Newsroom.
