The challenge for companies is to understand that employee loyalty no longer depends solely on salary, but on a more flexible, dynamic, and purpose-driven value proposition, noted Cazorla. Just as for many young people, traveling, training, and gaining new experiences have replaced owning a home as the main goal, this same shift in mentality has transferred to the workplace. Work is no longer just a place of permanence: it is a territory for exploration, learning, and personal development. In this context, factors such as flexibility, work-life balance, work environment, close leadership, and real opportunities for growth are taking center stage over the rigid proposals of the past.
Although productivity in strategic positions continues to grow over time and permanence remains key, the path to building commitment has changed. Today, organizations can no longer rely solely on traditional schemes or standardized benefits.
“Companies must design loyalty strategies based on purpose, flexibility, personalized benefits, and a real reading of the different generations that coexist within the organizations. Today we talk more about loyalty than about retention. Previously, Human Resources policies sought to retain talent with payments or benefits. Today, many young people no longer see job rotation as a stain on their resume, but as a symbol of growth, movement, and professional evolution,” states Leandro Cazorla, CEO of Adecco Argentina.
“Today we talk directly about a ‘work passport’. Today's value proposition can no longer be linear or homogeneous,” Cazorla concluded.
According to a survey by the Noticias Argentinas agency, previous generations conceived of labor and domestic stability as a common roadmap, where owning a home, the traditional family, and lifelong careers constituted the common horizon for those entering the world of adults. New generations are breaking with these traditional structures and prioritizing other values: flexibility, purpose, well-being, experiences, and freedom of movement.
