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Younger generations are more informed, qualified, and ambitious than any before them – yet they face rising challenges ranging from skill gaps to hiring freezes and weak school-to-work transitions that threaten their entry and progression in the workforce.
The result is a growing disconnect between potential and opportunity.
The World Economic Forum estimates that 63% of organisations see skill gaps as the primary barrier to transformation between 2025 and 2030. Meanwhile, in OECD countries, 39% of 15-year-olds are now classified as "career uncertain," almost double the figure from a decade ago.
Globally, 20% of young people worldwide are classified as NEET (Not in Employment, Education or Training), with the rate projected to rise further in the coming years.
Are younger generations really less interested in work?
While young people aged 25 and under are often associated with a reduced interest in the world of work and a greater focus on personal well-being, they continue to value personal development and recognition more than previous generations.
In Gi Group Holding’s 2025 Global Candidate Survey:
- 48% of the respondents under 25 cited personal growth as their primary driver for professional development;
- 24% said they sought recognition from management.
- nearly half believed they were given fewer opportunities than older colleagues;
- 25% reported experiencing recruitment bias linked to age or experience;
- Better pay, stability, and growth remained the top motivators for young people.
This shows that young people remain just as ambitious as older workers. What is changing is the context in which they are trying to build their careers.
What pressures do younger generations face when entering the workforce?
Several structural pressures are colliding at the same time.
- AI is reshaping entry-level work
- School-to-work transitions remain fragile
- Pressure to constantly adapt is growing
Artificial intelligence and technological disruption are transforming junior roles faster than guidance systems can adapt.
Not all jobs are disappearing: some are just changing. And yet, people finishing their training now face skill gaps because of this rapid shift. At the same time, some companies have frozen entry-level hires, believing that some of those tasks could be performed by AI.
This creates a clear challenge for people at the start of their careers: without entry-level opportunities, it becomes harder to gain the experience needed to progress.
Many young people are navigating the labour market with limited visibility into how work is changing. Career guidance systems often struggle to keep pace with technological, economic, and social transformation.
The OECD found that 50% of girls and 44% of boys expect to work in just 10 occupations, a clear sign of misalignment between aspirations and opportunity.
Young workers are entering careers shaped by continuous reinvention. According to Gi Group Holding’s 2025 Global Candidate Survey:
- 87% of employers believe workforce skills will need rethinking in the future.
- 40% of under-25s felt under pressure to grow and adapt quickly.
What do young people want from the world of work?
Younger generations tend to value personal growth and well-being. That’s why flexible working policies and training are very popular.
Work-life balance and flexible work options rank as the third and fourth most important factors in accepting a job offer, right after salary and stability. Some 88% of under-25 respondents in Gi Group Holding’s 2025 Global Candidate Survey viewed training as important or very important, with nearly half favouring on-the-job learning methods and in-person workshops. Crucially, 40% said they felt unsupported by their current employer.
What can companies offer them?
Structured pathways and visible progression are key. Companies can provide earlier career guidance, stronger school-to-work transitions, dual learning systems, and multiple entry routes.
Removing practical barriers such as transport costs, equipment, and unpaid entry steps can prevent capable young people from being excluded. Publishing simple progression maps, transparent pay ranges, and clear skill requirements can help close the gap between aspiration and opportunity.
The bottom line: why companies should act on youth
Young talent is actively seeking direction. At the same time, it’s becoming scarcer because of skill gaps and demographic shifts. Addressing young people’s needs can improve retention, help address skill gaps and build a more resilient workforce.
Companies can’t fix broader challenges such as NEET rates and school-to-work transitions alone. But they can partner with institutions, training providers, and civil society to provide guidance, coordination, and thought leadership, while creating entry pathways that reflect who young people actually are and what they need to thrive.
Discover More Than Work
Nurture is only one of the major crossroads explored in More than Work. Through research, insights and expert perspectives, the project examines the forces reshaping work and what organisations can do to build a more sustainable, inclusive and human-centred future of work.