Hiring managers of the world, you are judging Generation Z too harshly. Science shows that the brain is still under construction from ages 14 to 24

For example, A National survey It found that nearly 75% of managers believe Generation Z is the most difficult generation to work with. Such situations can easily become self-fulfilling. While we need the participation of every willing worker, we simply cannot afford to marginalize young people who are ready and eager to contribute.

“No matter what the reason”Generation Z hiring nightmare“This isn’t just a short-term challenge. It’s a long-term risk to our economy and our communities. When millions of young people can’t get a foothold in the workforce, we’re wasting their potential and our nation’s future prosperity. So instead of looking at young workers — or worse, viewing them as problems to be solved — it’s more important than ever that employers focus on recruiting, mentoring, and investing in them. In them. This is one of the most powerful things companies can do for their companies and partners. For our country.

As I share in my new book, ThriveAdolescent brain science shows that teens and early 20s represent an extraordinary opportunity. Young people are building skills, confidence and judgment that will shape their adult lives. It is also the ideal time for employers to invest in and create the talent their businesses need for the future. Supporting this personal development with professional skills development is a real win.

I know this not only from my work at the Annie E. Casey Foundation, but from my professional career. Before becoming CEO, I spent 14 years in… UPS in Finance, Human Resources and Communications. From both perspectives, I’ve seen how early work experiences can launch a career, or leave young people stranded on the sidelines. Jim Casey, who founded both UPS and the Foundation, saw this too. He dedicated his fortune to helping young people succeed because he believed that their potential was the key to building a brighter future for them and for all of us.

The science is clear: between the ages of 14 and 24, the brain is still under construction. Young people are equipped to learn by doing. They crave guidance, clear expectations, and opportunities to take responsibility. Thrive Explores how financial stability and early work experiences provide more than just paychecks—they build identity, strength, and purpose. When employers invest in young workers, they don’t just fill available positions today; They shape the leaders of tomorrow.

So what to do? Research and practice point to five key strategies that employers can adopt now:

• Integrating positive youth development with training. Combine technical skills with training and supportive relationships that build competence and confidence.
• Provide real work-based learning. Internships, apprenticeships and on-the-job training give young people a way to earn money, learn and see a future for themselves.
• Aligning training with industry needs. Co-design programs so that the skills young workers acquire match what employers actually need in local markets.
• Providing supportive services. Addressing real barriers like transportation, child care, and mental health. Young people can’t bring their best to work if they can’t even get there.
• Promoting inclusive environments. Create workplaces where young people with different life experiences feel they belong and can grow.

We’ve seen these practices work. through Partnership to advance youth apprenticeshipsFor example, more than 2,400 high school students connected with nearly 450 employers across the country, landing full-time jobs with average salaries approaching $54,000. In many cases, this is a life-changing opportunity for these young people — and a game-changer for employers struggling to fill talent pipelines.

The problem isn’t that Generation Z lacks a work ethic or ambition. Quite the opposite. They are flexible, practical and eager to contribute. They have come of age in the midst of a pandemic, social unrest, and economic uncertainty, and are ready to put their creativity and tenacity to work. But often, opportunity is the missing ingredient – ​​and negative narratives about their generation make it more difficult for them to have a fair chance. As employers, educators, and policymakers, we have a responsibility to change the systems and the story.

America’s competitive advantage depends on whether we can seize this moment. If we continue to overlook young workers, we risk not only leaving millions behind, but also weakening the foundation of our future economy. But if we recognize their potential, invest in their growth and create workplaces where they can succeed, we can not only solve today’s recruitment challenges. We will build a stronger, more resilient nation for decades to come.

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