Assembly Conversations: Danielle Farage

In your work with Gen Z and future-of-work trends, how do you see growth opportunities impacting workplace happiness?

Growth is the No. 1 driver of happiness—and the main reason younger employees leave when it’s missing. Gen Z knows it must constantly upskill to stay competitive in an AI-shaped labor market. When we’re learning and given genuine autonomy to chart that learning, our well-being soars; when growth stalls, mental health and engagement slip.

What are the biggest blockers preventing equitable access to mentorship and skill-building in today’s work environments?

• Shrinking entry-level roles: Many early-career paths (consulting, tech, etc.) are contracting, stripping away the structured mentorship that once came with them.
• Proximity bias in hybrid/remote teams: People who sit closer to leaders get the face time, feedback, and stretch work; remote Gen Zers often disappear from that informal radar.
• Lack of intentional programs: Too many firms rely on ad-hoc mentoring instead of systematizing it, which leaves under-represented talent without visibility or guidance.

How can organizations design clear career pathways without becoming overly rigid or bureaucratic?

Co-create paths with employees. Offer flexible frameworks—not top-down ladders—so people can signal the skills they have or want to build and opt into project-based experiences. Combine internal mobility, transparent role expectations, and accessible learning to show you’re invested in our evolution.

What role does feedback play in growth, and how can we make it more relevant, reciprocal, and empowering?

Feedback is everything. Annual reviews are obsolete; Gen Z craves a steady, preferably monthly, dialogue on “What’s working? Where can I stretch?” Managers need training to give candid, caring input, and the flow should be two-way—employees should coach up as well as receive coaching.

What are the three things Gen Z prioritizes most in the workplace & that contribute to their happiness?

• Flexibility: Not just where we work, but how—control over hours, side projects, and mental-health space.
• Purpose: A clear connection between daily tasks and a bigger mission; leaders must keep selling that vision internally.
• Belonging: Psychological safety and a community that values us as whole people, including our side hustles or personal brands. Today’s loyalty is measured less by tenure and more by whether a company respects those realities.