Joinrs meets Steve, Linkedin's First Chief HR Officer & Future of Work Keynote Speaker

  Who is Joinrs?  

Joinrs is where young talent and companies connect. Powered by advanced AI, we match over 1 million job seekers with opportunities that align with their goals and values. More than 1,500 companies use Joinrs to boost their employer branding strategies and streamline talent acquisition processes. Are you a company looking to connect with the right talent? Click here to learn more. 

  HR conversations with Joinrs 

At Joinrs, we go beyond just matching candidates with opportunities. In addition to facilitating connections, we conduct insightful interviews with professionals from diverse backgrounds and industries. Through these conversations, we provide valuable insights and perspectives to our users, enriching their knowledge and experience on our platform. Join us in exploring the depth and breadth of expertise across various fields to enhance your career journey. Today Steve is sharing his journey and advice with us!

Steve Cadigan

LinkedIn's First Chief HR Officer, among the top 200 Global Thought Leaders in the world of People & Talent.

Steve Cadigan is a globally recognized talent strategist, board member, and thought leader in the future of work. 

As the founder of Cadigan Talent Ventures, a Silicon Valley-based consultancy, Steve provides invaluable counsel to a diverse array of innovative organizations, including tech giants, sports clubs, and financial institutions.

Steve's expertise stems from over 25 years as an HR executive across various industries. His career culminated in his role as the inaugural Chief HR Officer at LinkedIn from 2009 to 2012, where he guided the company through its IPO and laid the foundation for its current success.

Steve is a frequent speaker at international conferences and a guest lecturer at prestigious universities. His work has been recognized by Stanford University, which developed a graduate-level course based on his cultural innovations at LinkedIn, and by major media outlets, including regular appearances on Bloomberg West, CBS and CNBC.

Author of Workquake (2021), an Amazon #1 Hot New Release, Steve continues to be at the forefront of shaping the future of work, leveraging his extensive experience and insights to help leaders and organizations build compelling talent strategies for the evolving workplace landscape.

1) What are the key trends shaping the way companies recruit junior talent today?

The way companies recruit junior talent is evolving rapidly, driven by shifts in candidate expectations, technology, and labor market dynamics. Several key trends stand out, for example companies are increasingly prioritizing skills and potential over traditional credentials. Organizations like Unilever and Nestlé have moved away from requiring degrees for many entry-level positions, instead focusing on practical assessments and skill-based hiring.

In addition, instead of hiring based on resumes and interviews alone, many firms are using internships, gig-based work, and apprenticeship models to test and develop junior talent. Multiverse, a UK-based company, is pioneering modern apprenticeships that bypass traditional university education. Organizations are also leveraging AI to assess candidates' skills and potential fit more objectively. Pymetrics, for instance, uses neuroscience-based AI assessments to match candidates with roles, reducing bias in hiring.

On top of that, Junior talent today expects a company’s employer brand to reflect reality. Companies like Patagonia and Gravity Payments have built strong reputations by aligning their hiring and work environments with their public values. Younger professionals value autonomy in when and where they work. Companies like Bolt (the ride-hailing company in Europe) have embraced remote-first policies, while others, like Basecamp, are emphasizing async work models.

2) How is Gen Z changing the way organizations attract and retain young professionals?

Gen Z is pushing organizations to rethink everything from recruitment to career development. They expect authenticity and transparency, demanding that companies be clear about career progression, pay structures, and company culture. Companies like Buffer and SumUp have embraced full salary transparency and open discussions about growth opportunities.

Traditional, multi-stage hiring processes are losing favor as Gen Z values speed and convenience in hiring. They prefer fast, tech-enabled, and mobile-first experiences, which companies like McKinsey are addressing through chatbot-driven hiring and text-based applications.

Rather than focusing on climbing a corporate ladder, this generation prioritizes skills accumulation and flexibility. Companies like Shopify and Revolut have responded by creating internal gig marketplaces, allowing employees to work on cross-functional projects and gain diverse experiences.

Continuous learning is another major expectation. Gen Z values the ability to pivot into new roles and expand their knowledge through digital learning ecosystems. Organizations like Deloitte and EY have built platforms that provide employees with the resources to reskill and grow within the company.

Mental health and well-being are also top priorities. Unlike previous generations, Gen Z expects employers to provide meaningful mental health support. Companies like BrewDog have introduced initiatives such as a “Mental Health Pledge,” offering unlimited mental health leave to support employee well-being.

3) In your opinion, what strategies can companies adopt to attract, engage, and retain young talent in this new workforce scenario?

Young talent today isn’t just looking for a job; they’re looking for a meaningful experience. Companies that succeed in recruiting and retaining them understand that it’s about more than salary—it’s about growth, flexibility, purpose, and authenticity.

Like every generation before, the workforce entering today has different sensibilities, values, and concerns. The companies that invest time in truly understanding these will have a big competitive advantage in attracting and retaining the best talent.

One element that makes this generation different is the unprecedented visibility they have into career choices and the many ways to leverage their skills. More than any previous generation, they see a vast landscape of opportunities and want to explore. As a result, turnover is naturally higher—not necessarily because they’re disengaged, but because they’re pioneers seeking new adventures and experiences.

The companies that embrace this mindset and design career paths that offer movement, variety, and new challenges will thrive. Those that keep young talent in static roles with rigid structures will face higher turnover. The future of work belongs to those who build trust, invest in development, and create dynamic, engaging experiences. The firms that see careers as an evolving journey, rather than a straight line, will be the ones that win.

4) What are some common mistakes companies make when hiring and developing young professionals?

Many companies make the mistake of hiring for cultural fit rather than focusing on adaptability and growth potential. This approach can lead to high turnover, as seen with rapid-delivery startup Gorillas, which struggled to retain talent due to a rigid hiring mindset. Another common pitfall is overloading young employees with responsibilities without providing adequate support. Too often, junior hires are expected to "figure things out" on their own, leading to frustration and burnout. Companies like Checkout.com have improved retention by assigning dedicated mentors from day one, ensuring new employees feel guided and supported. Rigid career ladders also contribute to disengagement, as young professionals are unwilling to wait five years for a promotion. Organizations like Lattice and Miro have responded by introducing lateral moves and micro-promotions, giving employees a sense of continuous progress and new challenges. Additionally, ignoring mental health in the workplace can have serious consequences. Failing to acknowledge stress levels among young workers leads to decreased motivation and higher attrition. Klarna has tackled this issue by integrating mental wellness check-ins into its leadership practices, ensuring employees feel heard and supported.

5) How important is company purpose and values for young candidates? And how can organizations effectively communicate them?

For Gen Z, company purpose isn’t just a slogan—it’s a deciding factor in where they choose to work. They expect organizations to back up their commitments with real action on social and environmental issues. Companies that genuinely integrate their values into decision-making are winning the loyalty of young talent. Patagonia and Ben & Jerry’s, for example, have built strong employer brands by ensuring their ethical stances are reflected in every aspect of their business, from sourcing to corporate activism.

Purpose is also a powerful driver of retention. Studies show that young professionals are three times more likely to stay at a company with a clear social mission. Therefore companies need to use purpose-driven branding to attract and retain Gen Z employees who want their work to align with their values.

Effectively communicating purpose requires more than just polished messaging. Transparency is key. Embedding values directly into daily work is crucial. Interface, a global flooring company, ties employees’ key performance indicators (KPIs) to sustainability impact, making purpose a measurable goal. Additionally, leveraging social proof can reinforce credibility. Danone, for instance, uses social media and employee stories to showcase how its mission translates into real action, helping to attract purpose-driven talent.

Interview curated by the Joinrs' team