In a context of constant transformation, understanding what motivates young talents is key to the future of companies. According to an Adecco study, Generation Z challenges traditional labor structures and redefines the concept of professional success. It is no longer just about climbing positions within an organization, but about finding jobs that allow them to learn, develop and maintain a balance between personal and professional life.
Flexibility. The Z generation – born between the late 90s and the beginning of the 2000s – grew in a digital world, hyperconnected and with strong social awareness. Today it represents a workforce that challenges traditional models. According to Adecco, the 60% of young people reject rigid face -to -face schemes: The possibility of choosing modality is no longer a plus, but a basic condition.
“Flexibility implies giving autonomy, generating confidence and accompanying without falling into excessive control. Today is part of what talents expect from any competitive labor proposal,” he explains Julián Blausztein, HRBP Manager of Culture and Development of Adecco Argentina.
In this scenario, many companies try to impose the return to the office, especially from the vision of owners or managers. But young people are not willing to resign freedom: they prefer not to accept a proposal rather than undergo rigid schemes. This forces organizations to rethink their policies, but also the psychological contract with their teams.
Hybrid models and culture. Pandemia accelerated the adoption of hybrid models, which in most companies came to stay. The biggest challenge was manage cultural change: Prepare leaders to drive equipment at distance, hold productivity and, at the same time, guarantee integration into virtual environments.
One of the most valuable learning was the importance of disconnection. In the office, the schedules mark a natural cut. At home, the limits are diluted and it was necessary to incorporate new practices: active pauses, avoid out -of -range meetings (such as lunch schedule) and even implement agendas with “Focus Time”, stripes where it is recommended not to schedule meetings to favor concentration.
The benefits of the hybrid model are already measurable: greater autonomy, commitment and satisfaction of collaboratorsbetter life-work balance and absenteeism reduction. However, the challenge is to preserve culture and the sense of belonging. As Blausztein summarizes: “We went from controlling in the vicinity to trusting the distance. This Mindset change is one of the greatest challenges for current leaders, especially in profiles more reluctant to changes”
A leadership in transition. Beyond what scheme they adopt (hybrid, remote or face -to -face), what makes the difference is How decisions are made. The models that prosper are those that arise from a participatory process, where collaborators are heard and policies are reviewed in the light of their contributions. Genuine transparency and communication generate trust and favor cultural adhesion.
Recent cases show that there is no single way:
-Spotify The “Work From Anywhere” model holds, with a single annual encounter.
-Big Box He returned to total face -to -face.
-Globant and Mercado Libre They closed offices and consolidated remote schemes.
In short, the future of work is not defined by location, but by the degree of trust, dialogue and cultural coherence with which decisions are implemented. Companies that understand this change and adapt their models will be better prepared to attract, motivate and fidelize young talent in an increasingly competitive market.
by ma
