The Gen Z Surge: Redefining Today’s Workplace

The Austin–Round Rock metropolitan area is recognized for its youthful, well-educated, and dynamic workforce, giving employers a strong advantage in talent recruitment. With a median age of about 34 years, the region is younger than the national average, producing a labor pool heavily concentrated in the nation’s prime working ages of 18 to 54. This means organizations benefit from a steady pipeline of skilled, early- to mid-career professionals, while also balancing their integration with experienced employees from older generations. A major trend shaping the region is the rapid rise of Gen Z in the workforce. As this generation—born after the mid-1990s—enters and grows within the prime-age category, they bring fresh perspectives, strong digital fluency, and evolving expectations around work culture and purpose. For employers, the challenge is not only attracting and retaining this generation, but also bridging generational differences between Gen Z, Millennials, Gen X, Boomers, and Traditionalists. To meet this challenge, Fathom has expanded its “Generations in the Workplace” programs, designed to help employers and employees better understand the values, priorities, and work styles of each generation. These sessions foster greater awareness, improve communication, and strengthen collaboration, resulting in more effective and productive multi-generational teams.

Cross-Cultural Competence for a Global Austin

The Austin–Round Rock metropolitan area is increasingly shaped by multinational investment, as global companies expand into the region and bring new talent and resources. This growth fuels opportunity while adding cultural complexity to the workplace. The area is also one of the most racially and ethnically diverse in Texas. Nearly 18% of residents are foreign-born, with many from Latin America, Asia-Pacific, Europe, and Africa. The population overall is about 51% White, 33% Hispanic or Latino, 7% Black, and 9% Asian. For employers, this mix of multinational and multiracial influences creates both opportunities and challenges. Our Cultural Detective program helps organizations build bridges of understanding across cultures—teaching employees to recognize differences, reduce misunderstandings, and create stronger connections with fellow employees and with customers. The result is better communication, more collaboration, and teams that thrive in Austin’s globally connected workforce.

From Learning to Doing: The New Era of Up-Skilling

A major trend in workforce development is the growth of academy-style learning experiences. These programs provide structured development over time, blending live learning, coaching, and on the job application. The format allows participants to practice skills in real situations, reflect with peers, and steadily build confidence and capability. By creating strong feedback loops, this approach also shortens the skill development process, helping employees apply and refine new behaviors more quickly. It is proving especially effective for both individual contributors and managers preparing for greater leadership roles.

The Outstanding Management Skills (OMS) Academy is a leading example. Delivered in a cohort-based format, OMS combines interactive live sessions with action planning and step-by-step workplace application. Participants are supported with coaching and accountability, creating a high-expectations, high-support environment that ensures skills are not only learned but lived.

Developing Core Managerial Skills

Due to rapid growth and the need to manage it, front line staff members are being promoted more quickly into management positions. Many have never managed others and have not been given training in the core areas of: managing vs. leading, behavioral style, communication, motivation, generation, delegation, feedback, coaching, evaluation, managing conflict and on-boarding new staff – to take on a new management role.

Investments in managerial effectiveness are essential for organizations that are in competition for skilled technical workers. Eighty percent of an employee’s decision to terminate employment is based on their relationship with their direct manager.