Baby Boomers, Gen X, Gen Y and Gen Z are all part of the workforce, bringing with them a diversity of perspective and lived experience, opening up opportunity for innovation, critical thinking and expertise to collide and collaborate. But there’s also an enormous challenge at play in helping these diverse groups recognise and engage with the value
their counterparts offer - in particular, the untapped potential of younger generations stepping into the workforce.
In this new, dynamic world of work, traditional pathways to work are less common, and a young person is predicted to have 17 jobs over five careers in their lifetime. Attracting and retaining appropriate skill sets in this evolving environment, where new and different methods and practices are constantly being developed across the globe, has never been more important. And it’s a conversation workplaces should be having now.
Jan Owen, CEO of the Foundation for Young Australians
One of the key issues for employers and candidates alike is our traditional mind set when it comes to skills and capabilities and how these are used at work. Young candidates come to us with a great attitude and the majority of them will have a degree or technical training, and while they may lack formal experience in a particular role, when we dive into their life and work experiences it becomes clear that their broader skills and capabilities are transferable.
Along with a “digital stack” of tools, the younger generation of workers are often easily able to spot opportunities for disruption, bringing a fresh perspective and creative mind set. Talent-seeking employers need to focus hiring practices on a candidate’s skills and capabilities, disposition and competencies along with their potential to adapt. This would widen the pool of candidates and may help to reduce vacancies.
A capabilities framework provides a way for employers to promote self-assessment and direction in their workers’ ongoing learning. Because we know our staff will have so many jobs across their lifetime, a way