For years, the great adaptation was from the worker to the company in which he had to develop his activity. And the work of designers was to adapt the place available to operational needs. But the revolution accelerated with technological change. According to an Adecco study in Argentina, Lto Z generation – born between the late ‘and early 2000s and, therefore, digital natives – challenges traditional labor structures and redefines the concept of professional success. It is no longer about climbing positions within an organization, but about finding jobs that allow them to learn, develop and maintain a personal-professional balance.
Generation Z grew in a digital and hyperconnected world and is positioned today as a workforce that challenges traditional models: 73% of them prefer to work in companies with a strong social commitment, while 65% are not interested in jobs that demand absolute face -to -face or limit their free time. “The great challenge of companies today is to attract a generation that does not seek promotion as the main goal, but continuous learning and development. They value experiences that allow them to grow without sacrificing their well -being,” he says Julián BlauszteinManager of culture and development of ADECCO ARGENTINA.
In tension
Labor flexibility is one of the main friction points between generations. While traditional leaderships still associate the office with productivity and control, generation Z prioritizes autonomy and efficient use of time. “The idea that the office is synonymous with productivity is still installed in many organizations ”Blausztein closes. In this way, he points out that large companies made strategic decisions about their work models that revive the debate, but there is no single valid model: success will depend on the ability to adapt each organization to the new expectations of their talents.
Spotify He reaffirmed his commitment to remote work without mandatory face -to -face. Its policy “Work from Anywhere” allows each team to choose how and where to work. Only a face -to -face week per year is requested to encourage meeting and creativity.
Big box, Instead, he eliminated the Home Office and returned to complete face -to -face in February of this year. His CEO celebrated this decision, highlighting that “the experiences we offer are not virtual, are face -to -face.”
Globant and Mercado Libre They closed physical offices as part of a strategy to reduce operating costs, which allowed them to minimize dismissals and relocate staff under remote work schemes.
Adaptation
To attract and loyalty young talent, organizations must rethink their work models. The salary remains important, but benefits and flexibility are increasingly determinants. Companies that are involved in the well -being of their employees will not only improve their productivity, but will differentiate in an increasingly competitive market. Some keys taken into account to capture talent from generation Z that are also an investment strategy in “human capital” for support of the business in the medium term are: remote and flexible work; continuous learning; Diversity and inclusion and well -being and mental health.
A range of “demands” that are not claimed but stated without shame but that modify the root not only the organization of work but also the spatial dimension of the place where the activities are developed. In the last offices report of the Firm Colliers Argentina, these trends are graphics. The Premium offices market in Buenos Aires closed the second quarter of 2025 with data that reflect a progressive reactivation of demand and a greater dynamic in the occupation of quality corporate spaces: vacancy descended to 14.5%, marking a decrease of 1.4 percentage points with respect to the previous quarter. The highest level was mainly driven by operations in class A+ buildings that concentrated 83% of the demand and that is consolidated as the preferred by companies that seek premium assets in strategic locations, in a context in which the hybrid modality redefines the use of work spaces.
Reconfiguration is observed in the preference areas, with a marked concentration in the northern corridor of the city of Buenos Aires, which led absorption during the last quarter. This dynamic reflects a trend of companies to prioritize buildings that offer better connectivity, modern infrastructure and integrated services, such as open areas, coffee shops and gyms, favoring social interaction and better experience for users, analyzes Juan Manuel FarolaCommercial Manager of Colliers Argentina.
Definitely, the hybrid model was positioned, with definitions of “Lay-Out” for new projects, such as the calculation of the surface to be required. Collaborative spaces, the promotion of well -being and social experience (eg recreational places), in strategic locations that allow the shortest possible time of transferare some of the main preferences by companies to try not to lose the train in the battle for certain segments of young talent that take advantage of this real estate bonus to assert their preferences.
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By Marcelo Alfano
