This presentation systematically addresses Gen Z's paramount role in transforming the interview procedure, becoming the milestone that HRM practice powerfully relies upon. This transmutation of demographics is more than a routine generational exchange; recruiter norms and methodologies are entirely transformed. Generation Z employees, who have digital proficiency by birthright and an alternative set of work values, need to revise interview techniques, leading to the demand for the readjustment of such techniques to keep up with the evolving expectations of these employees.

As in the case of the research gap in empirical studies, which manifests the connection between the uniqueness of Generation Z. It also manifests the new approach to the interview structure, the developed literature embraces employment matters and technological influences on human resources management without critically considering how the peculiar implications of a Gen Z-like digital mindset preference for digital communication, collaboration influence the hiring processes (Armstrong et al., 2010). The absence of specialization shows how the research needs to be more elaborate when it comes to understanding and putting into practice HR prevailing strategies.

Gen Z generation affects the HR processes of two critical schools of thought. The initial school of thought is technological progression, and Gen Z's comfort with digital technology is the reason behind the transition from conventional interviews to online interviews (Dwoskin et al., 2013). Such a view stresses the need for recruitment to be correlated with how the new workers are technologically fit (Benitez-Marquez et al., 2022). The second view focuses mainly on the fact that there is a changing nature of jobs like remote work and contract roles, which is one of the major causes of redefining the interviewing and hiring process. Each lens is examined in terms of its importance regarding contemporary HR strategies and considers the multidimensional sides of Gen Z, which re-orders the nature of work.

Yourpresentation provides an exciting mixture of various interdisciplinary fields of knowledge, eventually leading to one melody on the Gen Z effect in the HRM field. Accordingly, although it encompasses various philosophies, it may only sometimes harmonize them into a practical, unified approach in HR analysis. The notion of analyzing regulatory aspects of the recruitment process is illustrated (Dwoskin et al., 2013). This could have been fleshed out more to become a part of the entire essay to present this notion as having significant consequences for HR practices.

The presentation enumerates superbly the implications of Gen Z's features on HR succession planning and the functioning of businesses. Shedding intricate light on the implication of the learned process of digitalization and flexibility in the world of work, this section shows how hiring policies tend to change. Through this process, we believe in the emergence of more spatially inclusive and global hiring systems that begin with virtual interviews (Armstrong et al., 2010). This breaks down the rim and makes it more social in the field, which provides diversity and comprehensibility in the workforce.

On the one hand, the academic argument showed impressive depth and coherence between theory and HR considerations. You composed and delivered significant information with great fluency. While the presentation outlines the overall significance of Generation Z, it would be better to offer concrete HR strategies rather than just general responses (Dwoskin et al., 2013).

LEARNING RESOURCES

Required Readings

Allman, V., Conchie, B., & Hadd, J. (2006, February 9). Start finding tomorrow's leaders now.Links to an external site. Gallup Management Journal Online, 1-8.

Armstrong, C., Flood, P. C., Guthrie, J. P., Liu, W., MacCurtain, S., & Mkamwa, T. (2010). The impact of diversity and equality management on firm performance: Beyond high performance work systems.Links to an external site. Human Resource Management, 49(6), 977-998. https://doi.org/10.1002/hrm.20391

Divol, R., & Fleming, T. (2012). The evolution of work: One company's story.Links to an external site. McKinsey Quarterly, (4), 111-115.

Dobbs, R., Lund, S., & Madgavkar, A. (2012). Talent tensions ahead: A CEO briefing.Links to an external site. McKinsey Quarterly, (4), 92-102.

Dwoskin, L. B., Squire, M. B., & Patullo, J. E. (2013). Welcome aboard! How to hire the right way.Links to an external site. Employee Relations Law Journal, 38(4), 28-63.

Grler, A., & Zock, A. (2010). Supporting long-term workforce planning with a dynamic aging chain model: A case study from the service industry.Links to an external site. Human Resource Management, 49(5), 829-848. https://doi.org/10.1002/hrm.20382

Ilmakunnas, P., & Ilmakunnas, S. (2011). Diversity at the workplace: Whom does it benefit?Links to an external site. De Economist, 159(2), 223-255. https://doi.org/10.1007/s10645-011-9161-x

Lund, S., Manyika, J., & Ramaswamy, S. (2012). Preparing for a new era of knowledge workLinks to an external site.. McKinsey Quarterly, (4), 103-110.

Murray, L. M., & Fischer, A. K. (2010). Strategic recruiting: A human resource management case studyLinks to an external site.. Journal of Business Case Studies, 6(6), 97-102.

OASIS. (n.d.).APA presentation template.Links to an external site.Walden University. https://academicguides.waldenu.edu/writingcenter/templates/general#s-lg-box-20293636

OASIS. (n.d.).Common course assignments: Annotated bibliographies.Links to an external site.Walden University. http://academicguides.waldenu.edu/writingcenter/assignments/annotatedbibliographies

• Pieterse, A. N., Van Knippenberg, D., & Van Dierendonck, D. (2013). Cultural diversity and team performance: The role of team member goal orientation. Links to an external site.Academy of Management Journal, 56(3), 782-804. https://doi.org/10.5465/amj.2010.0992
• Purdue University Online Writing Lab. (2011).Designing an effective PowerPoint: Quick guideLinks to an external site.[PowerPoint slides]. https://owl.purdue.edu/owl/general_writing/visual_rhetoric/designing_effective_powerpoint_presentations/index.html
• Purdue University Online Writing Lab. (2016).Peer review presentation.Links to an external site. https://owl.purdue.edu/owl/teacher_and_tutor_resources/teaching_resources/documents/20071107114250_712.ppt

The fundamental values that drive HR policy at Procter & Gamble: Key role of integrity, trust and respect for others.Links to an external site. (2011). Human Resource Management International Digest, 19(3), 10-14. https://doi.org/10.1108/09670731111125862

All course members (Presenters and Participants) should respond to colleagues' postings by addressing the following summative considerations that pertain specifically to the topics for this 2-week unit:

• In what ways do the readings provided in this 2-week unit's Learning Resources and those identified by you and your colleagues answer important "so what?" questions in the field of human resources?
• How are these readings potentially valuable to research in the field?
• Are there any important gaps (i.e., contradictions, arguments, disagreements, or areas of divergence) within this set of readings that point to potential topics for future research?
• How would you follow up to extend or explore these gaps?