Candis Levin

The workforce is entering a new era, shaped by young people who see the world and their work through a different perspective. This younger generation brings new priorities and expectations, challenging employers to rethink how they attract, support, and develop early career talent. It’s no longer enough to simply find qualified people; organizations must connect this workforce with roles that offer purpose, growth, and meaningful impact. Today’s young workers can bring incredible strengths to your organization: adaptability, creativity, tech-savviness, and a deep desire to contribute to something bigger than themselves. But they also come with strong needs, centered around a desire for work environments where they feel seen, supported, and empowered. These shifts raise important questions for employers. Are they asking for the right experience? Are their hiring processes too slow? Are they clearly showing the work’s purpose and potential? The good news is that each challenge comes with a practical solution. By adjusting what they look for, how they hire, and how they communicate growth and purpose, companies can build stronger connections with the new generation of workers and set their teams up for long-term success. Challenge: misaligned expectations For years, early-career job seekers have faced steep—and often unrealistic—experience requirements, even for entry-level roles. Degree expectations, extended work history minimums, and preferences for prior industry experience have created significant barriers to entry. The experiences of today’s younger workforce further complicate this. Many are reconsidering the value of a traditional four-year degree and are entering the workforce through nontraditional pathways. This shift means employers must rethink what “qualified” really looks like. Solution: evolving hiring To attract, hire, and keep younger talent, employers should regularly evaluate the true requirements of each role. The key is to distinguish between requirements that are necessary for success and those that are merely nice to have. Can a degree requirement be replaced with relevant experience? Think internships, project work, or freelance roles. Which skills are essential on day one, and which can be trained once the candidate is hired? Are job descriptions written in a way that welcomes early-career candidates, or in a way that unintentionally discourages them from applying? Reducing unnecessary barriers doesn’t just widen your applicant pool; it gives younger workers confidence that they belong, can grow, and have a future within your organization. Challenge: slow hiring processes Employers want to make the best hiring choice possible, the first time. This need often involves a lengthy application process, multiple rounds of interviews, and, in some cases, sample projects to assess a candidate’s ability to perform the role. While these methods can help ensure a quality hire, they often come with an unintended consequence—they move more slowly than the candidates they want to hire. Young workers operate in a world defined by instant access, rapid communication, and immediate feedback loops. They’re accustomed to real-time updates, same-day delivery, and platforms that respond in seconds. Long hiring processes feel out of sync with how they navigate the rest of their lives. Solution: candidate-centered hiring To engage the younger workforce, employers need hiring processes that keep pace with today’s world. This starts with simplifying applications, shortening interview rounds, and removing nonessential assessments so candidates can progress quickly and with clarity. Setting clear timelines and communicating frequently, especially when delays occur, helps build trust and keeps candidates interested rather than questioning the status of their application. Technology can further reduce bottlenecks by automating scheduling, enabling mobile-friendly applications, and speeding up resume reviews. A streamlined, transparent process sends a message that the organization values people and is ready to invest in their success. Challenge: shifting values & priorities Young workers are deeply value driven. They want to work for organizations with purpose, transparency, and a genuine commitment to well-being, diversity, and ethical leadership. When they invest their time and energy in an organization, they want several guarantees in return: clear career pathways, visible growth opportunities, and rewards that reflect their contributions. Young candidates are quick to disengage and look elsewhere if a company does not clearly communicate these long-term returns. Solution: visible growth plans Employers must go beyond listing pay and benefits to attract younger talent. Organizations that authentically highlight their mission, culture, and community impact provide the clarity prospective employees need, making it easier for them to determine how their work would contribute to meaningful outcomes. Transparency about values and decision making builds trust, while well-defined career pathways show job candidates exactly how they can grow within the organization. Showcasing real employee stories, early-career success paths, and “day in the life” insights help younger workers see themselves thriving in the role. When employers highlight both purpose and opportunity, they position their organizations as places where young talent can build not just a job, but a future.

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Candis Levin

Human Resources Business Partner, SSC Services for Education

Articles by Candis Levin

Position Your Company as a Long-Term Career Opportunity

Business and Management

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