It is essential that companies adapt their selection processes and develop active listening spaces for young people. Offering support programs is key for young people to understand labor dynamics and enrich organizations with new perspectives. Closing the generational gap in employment is a shared responsibility and not exclusive to young people.
Companies seek profiles with soft skills such as commitment, communication, and problem-solving. However, selection processes often do not consider the diversity of experiences of young people. In turn, they seek flexibility, recognition, and clear growth trajectories. It is necessary to create meeting and support spaces to achieve a successful match between generations.
The generational gap in the current labor field implies differences in the way work is understood. While companies value stability and soft skills, young people prioritize flexibility, purpose, and rapid growth. This distance is aggravated for vulnerable young people, who face difficulties accessing job opportunities and understanding corporate codes.
Companies play a crucial role in adapting their practices to offer real job insertion opportunities to young people. It is necessary for companies to understand new dynamics and create more accessible and diverse spaces to reduce distances. Personalized support, training in socio-emotional skills, and collaboration with the private sector are essential to close the generational gap.
Overcoming this gap involves building bridges between corporate expectations and the realities of young people. Adjusting paradigms is essential to attract and retain young talent. Closing the generational gap requires a shift in focus where both parties mutually enrich each other. Building an inclusive labor future is a challenge shared by all stakeholders involved.
