The silent revolution led by young people is changing the world of work. In addition to their search for quality, flexibility, creativity, opportunities for growth and career advancement, and both professional and personal relationships, there is the speed with which Gen Z changes jobs: on average, every three to four years.
These issues fueled the debate at the event “It’s a Whole Different Job,” hosted on June 30 in Treviso by Confartigianato Imprese Marca Trevigiana and the Treviso district chapter, centered on the book “What Young People (Don’t) Say. And What Adults (Don’t) Understand”, written by Daniele Marini, a professor of the sociology of economic processes at the University of Padua.
Young people’s expectations are radically different – explained Daniele Marini. – The use of digital tools changes the cognitive frameworks through which they view the world and accelerates their expectations. The idea of “working your way up” no longer exists; young people want to skip the steps. Above all, they are constantly seeking new challenges, which is why they often change jobs, even if they’re happy where they are. The power lies with the younger generations; they are the ones who choose the company.
When looking for a job, young people seek quality, a career path or at least opportunities for professional growth, a creative and stimulating work environment, and even the company’s aesthetic appeal. They are looking for a company that functions as a community, where human relationships, corporate values, and the work-life balance matter. Finally, there are more practical considerations, such as proximity to home and flexible hours that allow for independent time management.
This challenge particularly affects the world of craftsmanship – as emphasized by Armando Sartori and Flavio Romanello, presidents of Confartigianato Imprese Marca Trevigiana and Treviso – Treviso ranks 14th in its ability to attract, retain, and support the younger generation, according to the Confartigianato Index of Youth-Friendly Territories 2025. But the mismatch between labor supply and demand is significant. In June 2026, Treviso-based businesses are projected to hire 3,940 new workers, 35.7% of whom are young people.
We need to highlight the value of small businesses compared to large corporations – emphasized Francesca Gazzola, an organizational psychologist. – When looking for a job, young people turn to social media and also rely on word of mouth. They want to understand what it’s like to work at that company. That’s why it’s essential to learn how to convey the company culture, in addition to what the company does.” We need to be authentic, open to dialogue without judgment or prejudice, and willing to listen. They seek horizontal growth—that is, a variety of knowledge to acquire—and career opportunities. That’s why they often change jobs, and this is a problem for business owners: “I helped them grow, and now they’re leaving.
We’ve even had trouble speaking the same generational language – admitted Gabriele Vazzoler, owner and third-generation head of the eponymous wrought-iron workshop and president of Confartigianato’s Young Entrepreneurs group. – We have communication difficulties, so we’ve lowered our expectations and started listening. One of the main differences has been the expectation of growth: young people are quick to think about starting their own business. But wrought iron work isn’t a quick job, and it can’t be done remotely. Its value lies in the handmade product, which requires skill and experience.
Adults are unable to pick up on the subtle signals coming from young people – noted Professor Marini. – Gen Z has a completely different approach to work, and while this expectation isn’t explicitly stated, it’s evident in their behavior. We need to return to teaching work ethics and values. A set of work-related values used to be taken for granted, but today they are no longer.
Job interviews have now become identity-based interviews designed to showcase the company and its values. It is increasingly important to present yourself in an interesting and engaging way. There is a greater pursuit of happiness, no longer just bread and sacrifice. Growth plans, based on constant dialogue, are needed to understand areas of interest. If a response is delayed, young people will look elsewhere and leave.
Looming over this landscape are the declining birth rate, the transition of baby boomers into older age groups, and, consequently, the quantitative imbalance between young people entering the labor market and workers leaving it. According to an analysis by Veneto Lavoro, to maintain the balance of the current labor market, which employs approximately 2.2 million people—at least 189,000 new workers will be needed: 109,000 aged 15–64, plus 80,000 over the age of 64.
Does it make sense to invest in a young person? – asked Professor Marini. – Yes, because they’ll have fond memories of the company and help strengthen its reputation. But be careful—generations change very quickly. Change is the norm.
