HR AND NEW GENERATIONS
Interview with Beatrice Carlorosi
Group HR Director of A.I.Gen, a group of technology companies developing advanced solutions by AI and data analytics. She was alent, Learning & Development Director for Southern Europe and New York at NH Hotel Group, and she contributed to the strategic development of the company.
How do the values of today’s young people differ from those of previous generations?
I believe that the values of today’s youth have changed in several ways compared to previous generations, but there are also elements of continuity.
We see a greater focus on issues such as environmental sustainability, mental health and social inclusion.
Compared to previous generations who often prioritised financial stability and sacrifice, Generation Z is more focused on PERSONAL FULFILMENT and achieving a WORK-LIFE BALANCE.
They are not willing to put work at the centre of their lives at all costs. Of course, they want to do something they are passionate about and that allows them to be independent, but they no longer accept the idea that success is solely a matter of sacrifice.
For today’s youth, it is essential to find a balance between life and work, to prioritise mental wellbeing and to have the freedom to choose a path that is in line with their values.
Another major shift has been driven by their constant exposure to technology. They have grown up in a hyper-connected world where social media influences their values and how they perceive themselves and the others. This makes them more AWARE OF GLOBAL ISSUES, but also exposes them to new pressures, such as the CONSTANT REQUIREMENT TO VALIDATE WHO THEY ARE AND WHAT THEY DO.
Ultimately, it is not just the way people work that has changed, but their whole value system.
They want a more balanced, authentic life that is in tune with who they are – and they are not prepared to give that up for an outdated notion of success.
However, some values remain unchanged.
Friendship, family and a desire for justice and freedom have always been important; we just express them differently now. Ultimately, each generation adapts to its time and tries to make the best of the tools available.
New generations leave organisations that do not meet their new needs.
Beyond the literature, in your experience, what are the main expectations of younger generations and which are the most difficult to manage?
From my perspective, younger generations know exactly what they want from a job – and, more importantly, what they are no longer willing to accept.
Unlike in the past, when people would stay with a company even at the expense of their personal well-being and satisfaction, today’s priority is to find a job that respects their values, aspirations and individual needs.
If I had to highlight the most important expectations that I see emerging, the first would undoubtedly be FLEXIBILITY.
This goes beyond remote working – it is about having more control over their time. As I mentioned earlier, young professionals WANT TO DO THEIR JOB WELL, without sacrificing TIME FOR THEMSELVES, their passions or their mental health.
Another crucial aspect is well-being at work.
Toxic environments, unsustainable work rhythms and authoritarian leadership are no longer tolerated. Young workers expect to be heard, to express their ideas and to work in an environment that promotes COLLABORATION OVER EXCESSIVE COMPETITION. If these conditions are lacking, they will not hesitate to seek better opportunities.
Then there’s the issue of CAREER DEVELOPMENT.
Even if they enjoy their jobs, Gen Z needs to see clear career prospects. They have a strong appetite for learning and expect real opportunities to develop new skills and progress professionally. Companies need to provide STRUCTURED PATHS AND TANGIBLE OPPORTUNITIES TO TAKE ON NEW CHALLENGES.
Another key factor in retaining young professionals is their desire for a MORE HORIZONTAL LEADERSHIP style. This can sometimes clash with more traditional corporate structures, which are still very hierarchical and aligned with the values of older generations.
Similarly, their DIRECTION TO CHANGE AND INNOVATE can be hampered by slow and bureaucratic internal processes.
One of the biggest challenges is the NEED FOR IMMEDIATE GROWTH. Many young workers want to progress quickly, but the reality is that some skills take time to develop. I sometimes notice a degree of IMPATIENCE that can lead them to leave a company before having fully explored its opportunities.
This generation has grown up with Google, Alexa and instant access to information, which contrasts with learning processes that require time and patience.
Ultimately, I believe that younger generations have brought positive change to the workplace: they demand more respect, better balance and more opportunities for growth.
But to turn these expectations into reality, companies and employees need to engage in an open dialogue to find common ground between innovation, organisation and business needs.
This is precisely the culture we have built at AIGen, where the average age of our employees is 35.
We foster an open, flexible and inclusive work environment where everyone is supported in their personal and professional development through continuous learning and meaningful challenges.
What strategies can increase engagement and retention of young talent, while minimising disengagement and attrition in a competitive industry like yours?
The data and AI industry is incredibly competitive, and compensation alone is no longer the key factor in attracting young talent.
I like to think of it in terms of a novel: the story has to be compelling, the characters have to feel part of the journey, and the ending has to promise something extraordinary.
In a novel, the first essential element is a strong sense of PURPOSE and IMPACT.
Young professionals want to see the impact of their work. They want to feel PART OF A BIGGER MISSION that values their contributions.
Then there’s continuous learning and development.
If the main character in a book doesn’t grow, the story gets boring. The same applies to talent: high-quality mentoring, CLEAR CAREER PATHS and STIMULATING CHALLENGES are essential. Young professionals don’t need empty promises; they need clear direction and a real commitment from the company.
Autonomy and ownership are also key.
If young workers feel like extras rather than protagonists, they will disengage. Companies need to give them ownership of real projects, trust them and create room for experimentation.
Another important element is the sense of belonging to a “reality”, to a “community”. It is the sense of CONNECTION and IDENTITY that a young talent must feel within the company. Young talent will stay where they FEEL PART OF SOMETHING SPECIAL – not just because the job is interesting or well paid.
A company that wants to retain talent must become AN INFINITE GAME – a place where young professionals don’t just want to come, but want to stay, because being part of it has value beyond the pay cheque.
Any strategy must include flexibility and work-life balance: Work should integrate with life, not dominate it. The risk of burnout is a major deterrent for top talent.
Of course, the right remuneration policy is also crucial.
Money isn’t everything, but it’s important. If the market offers more, if an employee feels undervalued, or if recognition is merely symbolic, the risk of loss of talent is extremely high.
At its core, attracting and retaining talent is not just about policies or procedures – it is about narrative, growth and belonging. If the career journey is compelling, young talent will be the first to want to continue writing their story with us.
And that’s exactly the kind of novel we’re writing at A.I.GEN., where everyone has a role in shaping the company’s story and its successes.
As you mentioned, the fundamental intangibles in the workplace for younger generations include the flexibility of work needed to achieve a good work-life balance, as well as opportunities for professional growth and meaningful careers. What levers can HR use to optimise the balance between work-life flexibility and career development, while aligning them with business needs – or even making them synergistic?
The first step is to change perspective: flexibility and growth are not conflicting needs – they can actually be mutually reinforcing. When people have the freedom to manage their time effectively, work at their own pace and integrate their work and personal lives, they are more motivated and productive.
At the same time, if they see real opportunities for development, they are more likely to stay and give their best.
That’s why HR needs to operate at multiple levels.
Flexibility goes beyond remote working – it is about TRUE AUTONOMY. It’s not just about enabling remote working. It’s about giving people the freedom to organise themselves while maintaining moments of alignment and collaboration. It is not the physical presence that matters, but the value that a person brings.
Achievement of goals and the quality of work delivered must be the key drivers – we need to shift the focus from time spent to the actual value of the work performed.
To make this shift, two fundamental ingredients are essential: MUTUAL TRUST and ACCOUNTABILITY FOR EXPECTED RESULTS.
At the same time, career progression can no longer be seen as a rigid, predetermined path.
Young professionals want to feel part of a meaningful project, but they also want the freedom to build their own careers dynamically, exploring different roles and developing cross-functional skills.
This is where HR can make a real difference – by introducing PERSONALIZED DEVELOPMENT PATHS, encouraging Ongoing Learning and allowing people to ADAPT PART OF THEIR ROLE TO THEIR INTERESTS.
The key, in my view, is to bring these two together. If a company can create an environment where people can grow without sacrificing their personal balance, it will have a huge advantage in attracting and retaining top talent.
This requires a change in mindset, as well as more open and empathetic leadership. But the result is a healthier, MORE SUSTAINABLE WORK MODEL, BENEFITING BOTH EMPLOYEES AND THE COMPANY.
This is exactly the challenge we have taken up at AIGen: to offer maximum flexibility, respecting individual projects and needs, while at the same time supporting professional growth in a personalised, non-standardised way.
Careers are no longer a rigid ladder to climb, but a network of opportunities. Young professionals want to take charge of their own journey and develop their skills dynamically, rather than waiting for time-based promotions.
That is why we ensure continuous learning and offer flexible career paths that make room for LATERAL EXPERIENCES (e.g., moving from a technical role to a more strategic one, or vice versa).
At the same time, we promote the synergy between work-life balance and growth through “VARIABLE PACE” CAREER MODELS that allow for periods of acceleration and pauses without penalty. We foster a CULTURE OF CONTINUOUS FEEDBACK that adapts each person’s path to their evolving needs and, most importantly, an EMPATHETIC LEADERSHIP that sees flexibility not as an obstacle but as a key element in retaining top talent.
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