Like many of my Gen X peers, my summers were often occupied with various jobs, both enjoyable and challenging. I worked at Ponderosa Steakhouse, a hospital kitchen, penned press releases for the Ontario government, managed a newspaper for high school students, interned at the Toronto Star, and took on several other roles. However, my Gen Z children have had a different journey. My youngest landed a tree-planting job this summer, but it was abruptly canceled. He then searched for work in retail and restaurants with mixed success. My middle child transitioned from college to culinary school and juggled catering and kitchen work between classes. The oldest, at 23, had previous internships at a law firm and an AI startup but now sustains himself by playing poker, investing in stocks, and participating in golf tournaments. Although he aspires to a conventional job, he isn't worried.
I thought about them when reading about Gen Z struggling to secure entry-level positions. This past summer, U.S. companies hired fewer interns, especially in tech and finance, leading young workers to feel disheartened. When I spoke with Kevin Ali, CEO of the women-focused healthcare company Organon, he mentioned that they received 1 million applications for around 9,500 positions. "People who are truly interested in the women’s health sector are drawn to it and want to contribute." While this is true, it also means less than 1% of Organon's applicants were hired. The odds at companies like Google are even worse, which can be discouraging, particularly for young men.
Some leaders criticize the work ethic of young people or bemoan a talent shortage without considering their role in nurturing the next generation. The looming prospect of AI replacing jobs has added complexity for employers hesitant to expand their workforce.
The positive side for Gen Z workers is that those who don’t secure ideal entry-level roles may become more resilient by forging their own paths. My eldest, for instance, takes free AI and cybersecurity courses through Google while organizing tournaments and other activities. Many of his peers are doing the same. If companies are unwilling to train them, they'll train themselves. Rejection can work both ways.