This as-told-to essay draws from a discussion with Laura Massetti, who founded Real Work Ready to support early-career professionals in building essential job skills. With over ten years in corporate roles overseeing sales and marketing groups, Massetti shares insights that have been condensed and clarified for readability.

After 15 years guiding sales and marketing teams in corporate environments, I enjoyed supporting newer professionals yet often wished the onboarding process could accelerate.

My evaluations went beyond checking if someone could handle tasks. The focus was on clear communication, sound decision-making, and consistent follow-through.

In my role coaching young professionals, I recognize that employees face judgments on elements absent from any formal evaluation list. These expectations surface gradually, yet guidance is necessary to grasp them sooner.

Gen Z Seeks Input in Settings Where Self-Learning Is the Norm

Gen Z arrives prepared for employment. The issue lies in missing instruction on workplace expectations.

This group has grown accustomed to immediate responses via digital platforms, such as receiving quick reactions on social media posts. They anticipate direct guidance on areas for improvement.

Traditional offices operate differently, relying on yearly assessments and lessons gained through trial and error.

Young workers excel in digital tools, offering strengths in many areas. However, screen-based upbringing combined with pandemic disruptions reduced chances for in-person practice.

They now join teams alongside other age groups that established the existing standards.

At the same time, AI handles duties once used for skill-building through direct collaboration. New staff face challenges learning when such hands-on chances diminish.

Judgments Occur on Factors Outside Formal Criteria

Evaluations cover unlisted areas like clear messaging, task prioritization, follow-up reliability, professional demeanor, accountability, and understanding company dynamics.

Beyond basic interactions, new hires must demonstrate how to complete work and navigate their surroundings effectively.

Knowing when to choose email over Slack or an in-person visit matters. Newcomers cannot assume familiarity with these patterns.

During one onboarding session at a large firm, a manager described a new employee messaging the CEO directly via Slack for a meeting many levels removed. The individual lacked awareness of the proper approach.

Other examples include arriving at meetings without preparation or clear next steps.

Appropriate attire was a lesson I learned independently. Six months into a role, I wore a formal black suit to a Miami session that called for more casual dress, highlighting the mismatch.

Align with the setting and client style. Recently, someone met their supervisor in a jacket over casual athletic wear paired with loafers. The aim is to convey trustworthiness in presence and results.

Leaders share responsibility. When noting that someone after two years still struggles, reflect on what remains unclear and whether expectations were stated directly.

Develop Interpersonal Abilities That Distinguish You

My organization provides a six-month course blending online modules with regular practice of common workplace situations.

Exercises cover responses to feedback, aiming to simulate experiences that might otherwise take years to encounter naturally.

My recommendation for recent graduates entering jobs is to consider how to stand out as AI equalizes certain abilities.

Technical expertise remains vital. Yet communication, decision-making, idea execution, and gaining support prove equally key.

Hiring choices never rested on technical skills alone. Trust in the individual carried more weight.

Mastering code differs from presenting ideas convincingly to leadership and securing agreement.

These capabilities can set candidates apart for employers.