Unemployment has risen sharply for workers in their late teens and 20s trying to get started in today’s job market. There are many reasons: fewer openings as companies hold back on hiring, limited turnover as older workers stay put, a lack of professional networks for young people just starting out and rapid changes in technology. What doesn’t help are the negative perceptions that employers hold about this generation — and that too many in our society have held about adolescence for far too long.
For example, a national survey found that nearly 75% of managers believe Gen Z is the most difficult generation to work with. Attitudes like these can easily become self-fulfilling. In a moment when we need every willing worker engaged, we simply can’t afford to sideline young people who are ready and eager to contribute.
Whatever the cause of the “Gen Z hiring nightmare,” this is not 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 squander both their potential and our nation’s future prosperity. So rather than looking past young workers — or worse, viewing them as problems to fix — it’s more important than ever that employers focus on hiring, mentoring and investing in them. That’s one of the most powerful things businesses can do both for their companies and for our country.
As I share in my new book, Thrive, adolescent brain science shows that the teens and early 20s are an extraordinary window of opportunity. Young people are building the skills, confidence and judgment that will shape their adult lives. It’s also the ideal time for employers to invest in them, molding the talent their businesses need for the future. Supporting that personal development while cultivating professional skills is a true win-win.
I know this not only from my work at the Annie E. Casey Foundation, but from my own career. Before becoming CEO, I spent 14 years at UPS in finance, human resources and communications. From both vantage points, I’ve seen how early job experiences can launch careers, or leave young people stalled 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 their potential was the key to building a brighter future — for them and for all of us.
The science is clear: between ages 14 and 24, the brain is still under construction. Young people are wired to learn by doing. They crave mentorship, clear expectations and opportunities to take on responsibility. Thrive explores how financial stability and early work experiences provide more than paychecks — they build identity, agency and purpose. When employers invest in young workers, they’re not just filling today’s openings; they’re shaping tomorrow’s leaders.
So what works? Research and practice point to five key strategies employers can adopt right now:
- Integrate positive youth development with training. Combine technical skills with coaching and supportive relationships that build both competence and confidence.
- Offer real work-based learning. Internships, apprenticeships and on-the-job training give young people a way to earn, learn and see a future for themselves.
- Align training with industry needs. Co-design programs so that the skills young workers gain match what employers actually need in local markets.
- Provide supportive services. Address real barriers like transportation, child care and mental health. Young people can’t bring their best selves to work if they can’t even get there.
- Foster inclusive environments. Create workplaces where young people with different life experiences feel they belong and can grow.
We’ve seen these practices work. Through the Partnership to Advance Youth Apprenticeship, for example, more than 2,400 high school students have connected with nearly 450 employers nationwide, landing full-time jobs with average salaries near $54,000. In many cases, this is a life-changing opportunity for these young people — and game-changing for employers struggling to fill talent pipelines.
The problem isn’t that Gen Z lacks work ethic or ambition. Quite the opposite. They are resilient, pragmatic and eager to contribute. They came of age through a pandemic, social unrest and economic uncertainty, and they are ready to put their creativity and grit to work. But too often, opportunity is the missing ingredient — and negative narratives about their generation make it even harder for them to get a fair shot. As employers, educators and policymakers, it’s on us to change both the systems and the story.
America’s competitive edge depends on whether we seize this moment. If we continue to overlook young workers, we risk not only leaving millions behind but also weakening the very foundation of our future economy. But if we recognize their potential, invest in their growth and create workplaces where they can thrive, we won’t just solve today’s hiring challenges. We’ll build a stronger, more resilient nation for decades to come.
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