WHEN it comes to preparing students for the workplace, to say that ‘times have changed’ is an understatement. Over the past decade, technology has not only evolved but transformed, disrupting ways of working in ways unimaginable a mere few years ago. The Covid-19 pandemic, a watershed moment in human history, also brought numerous changes, many of them irreversible, to workplace practices.
This is probably why the Gen Z workforce’s views about and attitudes toward work, and life in general, is seen as very different from previous generations. According to Deloitte Global’s 2026 Gen Z and Millennial Survey, Gen Zs, while considered digital natives, are also conscious about sharpening non-technical skills like public speaking, leadership, communication, and creativity.
They see ‘continuous learning and adaptability as a career strategy,’ and are willing to slow their climb up the corporate ladder to maintain their physical and mental well-being. Among the Gen Zs that Deloitte surveyed, 44 percent said they seek steady progress at work, vs. 25 percent who said they seek fast-paced growth in terms of promotions, titles, and salary.
Gen Zs also prefer working in organizations and roles that fulfill their sense of purpose. A whopping 96 percent of the Gen Z respondents said having a sense of purpose at work is important to their job satisfaction and well-being.
‘Purpose is not an abstract ideal; it directly shapes career choices. In each year from 2023 to 2026, roughly 40 percent of Gen Zs and millennials reported having rejected an assignment, project, or a potential employer based on their personal ethics or beliefs,’ the Deloitte study said.
‘Many are actively in roles that allow them to find purpose: 54 percent of Gen Zs and 58 percent of millennials say that their current job is mostly or completely aligned with their personal values and beliefs, and 68 percent of Gen Zs and 72 percent of millennials say that their current job enables them to make a meaningful contribution to society,’ it further stated.
Before entering the workforce
These insights can guide organizations in further evolving and improving workplace practices, employee engagement tactics, and employer branding strategies.
The work starts even before your target employees graduate from university. This is why we see companies participating in school-organized job fairs; why corporate entities sponsor events and activities of student organizations; and why companies offer internship opportunities to university juniors and seniors.
I remember my own internship days at the Philippine Daily Inquirer, which eventually became my first employer. The on-the-job training (OJT) was part of the package for my scholarship.
It was a no-frills kind of internship, with us interns partnered with reporters to cover our assigned beats and produce stories every day-and we got our own bylines, too. We also had a short stint with the research department, where we scoured the newspaper archives for backgrounders on current stories, vetted facts and figures mentioned in articles, and learned the value of thorough research even with the pressure of a daily story deadline.
That was an enriching experience for me. It helped me prepare for an eventual 11-year career in journalism, and also laid the foundations for my post-media career in public relations, customer experience, and learning and development.
I later learned that I lucked out with my internship. Some friends actually experienced what we thought were OJT urban legends: photocopying hundreds of pages of documents, going on coffee runs for their bosses, and not being given ‘serious’ work.
This made me more conscious of the way I handled interns. I wanted them to really learn from the experience, and not just clock in the required hours.
IT was a breath of fresh air when I encountered the internship program of the Manila Electric Co. (Meralco) group of companies, dubbed One Meralco, as I saw the effort and the intent to not just accommodate students with required OJT hours to fulfill, but really hone them to be the future of the Philippine power industry.
Called PowerCamp and run by Meralco Power Academy (MPA), the training arm of the One Meralco group, the program was designed for holistic development, with elements of leadership training and specialized learning, on-the-job immersion, project management, and ideation and innovation.
I served as a trainor on presentation and communication skills for the 2025 and 2026 cohorts, while my husband and Ikigai Philippines Head Coach Alexis Torres led the Ikigai and work preparedness workshop for both years’ batches as well. PowerCamp also had sessions on emotional intelligence, ABCs of personal branding, and business casing-topics that are not usually part of the usual internship program.
This design was deliberate, according to MPA Executive Director Ian Colorina: ‘PowerCamp was built on MPA’s mission of being an industry thought leader and investing in the next generation of energy talents. As the power industry continues to evolve, PowerCamp goes beyond internship by developing technically competent, adaptable, and purpose-driven future leaders who will help shape a brighter, more sustainable energy future.’
For the One Meralco group, PowerCamp was not just a means to get some of the best graduates for their companies; it was a platform to discover and train the brightest talents for the industry.
‘PowerCamp is more than a talent pipeline for One Meralco-it’s a launchpad. We see every PowerCamper as a future game-changer who will drive innovation and lead the country’s energy transition,’ Colorina said.
The program also provided opportunities for engineering students outside Metro Manila to get job immersion and training in some of the country’s leading energy companies.
Of the 28 PowerCampers this year, two are from Luzon (outside Metro Manila), four from the Visayas, and four from Mindanao. Of last year’s 28 PowerCampers, two were from Luzon, two from the Visayas, and four from Mindanao.
‘Our vision for PowerCamp is simple: bring the program to every region across the Philippines. But more than that, we want to build a lasting community for our graduates-a place where they can share ideas, inspire one another, and truly help shape the future of energy for our country,’ said MPA President and Meralco Chief Operating Officer Ronnie Aperocho, himself a proud graduate of Mindanao State University.
In preparing our workplaces for the future, we also need to help prepare our future workmates for the work grind. In less than a decade, we will be seeing the first batch of Gen Alphas-a fully technology-immersed generation that grew up with all things digital and social-enter the workplace. It would be nice to see more programs like the PowerCamp that not only provides on-the-job immersion, but also includes leadership and personal development in the training and preparation of students for the workforce.
PR Matters is a roundtable column by members of the local chapter of the United Kingdom-based International Public Relations Association (Ipra), the world’s premier organization for PR professionals around the world. Abigail L. Ho-Torres is the Chief Marketing Officer of Ikigai Philippines and an independent consultant and trainer, with more than two decades of experience in media, public relations, marketing, and customer experience.
We are devoting a special column each month to answer our readers’ questions about public relations. Please send your questions or comments to askipraphil@gmail.com.