«HOr a degree in philosophy, I worked in a company. It was not an interesting place, I didn’t feel stimulated. So when they closed, I took the opportunity to invest in myself. Today I am IT, I deal with cloud environments and I make training ». Massimo Abbate, freelancer, is one of the three under 30s to whom we asked to comment on the search forManpowergroup World of Work for Generation Z In 2025 on desires and expectations of young people who are entering, or have already entered the world of work.
Young people who will be increasingly present: in 2030, in fact, a third of people in companies will be born between 1996 and 2012. But already now, their request for change is felt. The perhaps most striking data of the investigation is that almost half of the Zoomers says that will leave your job within six monthseven without the certainty of Being able to find another in line with your needs.
Quawtar El Rhorfy is well in the consultancy firm that hired it as an analyst in communication and innovation, but confirms that “there is very discontent, I see it among my friends, they do not feel understood and see no opportunities for professional growth. Traditional companies are crystallized, respond to old needs ».
In 2030, a third of the people in the company will be born between 1996 and 2012 (Getty Images).
Aurora Caporossi, entrepreneur, starts from her personal experience: He worked in cryptocurrencies, but during the pandemic he decided to change his life to deal with anorexia nervosaa disease he had suffered from. Today it has a start -up, How are you, and a non -profit, Anaimento, Both on eating disorders. “I believe in companies that can generate profits but also take care of people,” he says. It is not always easy to find them. “I do as a consultant to an old multinational multinational,” he continues. “No young man would like to work there, And in fact they have a turn over problem, there is no spare part. The scheme is very pyramidal, the cumbersome organization, the implementation times are long ».
Gen Z and work: it must be satisfying
Anna Gionfriddo, manipowergroup Italy managing director comments: «This generation is starting to work in a difficult context, of great political instability and digital transformation. Still, the boys have clear ideas. They are looking for a satisfying job, with attention to the individual. They want the company to stop listening and builds a personalized path. Otherwise they leave, So much know that within a few months another use find it. I like their search for balance and it is not true that they do not want the permanent place. In an unstable world they seek stability but must correspond to their values. The place must be the right one ».
The dissatisfaction also emerges from the data: the involvement of young talents in the working context dropped from 40 percent in 2020 to 35 in 2024. 57 percent of Italian Zoomers also declare a high level of stress in daily work.
Manager serve new strategies
Adds Ferdinand Toscano, researcher in work psychology at the University of Campania Luigi Vanvitelli: “For Gen Z, being at work must marry what they have, must make sense. And this sense must be built. You cannot only ask to carry out an job, the development must be part of a story. If you work on a project on the reduction of emissions, you must say: you are doing it because this thing crosses with the one you believe in. We are not satisfied with what is found, there are priorities ».
Aurora Caporossi is an example: he created his start -up for a cause that He cares about them and wants to generate value on something he believes in. His 8 collaborators share this goal. More often, however, dreams and hopes of the Gen Z they break against irrigid organizations in hierarchical structures. Human resources teams are frequently inadequate: “They think that any change would be a waste of time and therefore a decrease in profit” is Aurora’s opinion. Not surprisingly, 43 percent of young people believe that The corporate leadership should be more available to them.
“There is a lack of correspondence between their expectations and those of employers” Anna Gionfriddo supports. “Young people look at the company’s ethicsif he respects inclusion and diversity, if he is attentive to sustainability. The boss must have empathetic, engaging leadership. The distance is full, But companies must review some processes, communicate differently ». There are those who do it: according to research, Italian companies are putting new strategies on the field to retain Gen Z, intervening on technologies (37 percent), on the wellness in the office (always 37), on flexibility (22), on professional growth (28) and on higher wages (22).
“Manager should question themselves,” Gionfriddo continues, «and looking for new strategies to retain young people. In Manpower we are successfully experimenting with the reversce mentoring: We put a young young man from a digital point of view to mentor to a boomer. Young people feel valued, the boomers learn ». Better not to insist on the extraordinary: “They are not willing to do them. For them, at 17.30-18 a new part of the day begins. The work must not be totalizing ».
Gen Z and work: Smart yes, but not full time
Meanwhile, however, the lack of dialogue runs away the talents: “If I don’t know why I’m implementing a certain solution, I don’t understand why that solution is better than another” says Massimo. Adds Quawtar: «Fortunately, where I am there is no pyramidal but transversal structure, And I never feel alone because I understand that we are doing every project together. If, on the other hand, the work was presented to me as a package, you have to do this because it is worth it and that’s it, I would go away ». The needs are psychological, Tuscan underlines: «Young people do not feel forced to stay in a place to bring bread home. Often they are single, the investment is on itself. They are individualists, even in values ».
An important aspect is the possibility of smart working and flexibility, Even if the requests are changing here: “After Covid they always wanted to work remotely,” explains Anna Gionfriddo. “Now they understand that being present means interface with colleagues, learning, feeling part of a team. Smart yes, but not always ».
In Arianna’s start -up we work for goals: «There is no obligation to come to the office every day, Leadership is horizontal, everyone has their own responsibility. What matters is to get to the result ». Adds Massimo: «In some companies if you no longer stay than they think they think you don’t care, but that’s not the case. I want to have a personal life that allows me to rest. I am creating my family, I am buying a house, and since I am autonomous and I work in smart I need to take air every now and then ». Quawtar concludes: «Private life is what happens when it turns off the computer. Having time for itself is very important ».
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