Adriano Almeida, responsible for Alura Para Empresas, also points out that the age group values communication and flexibility in the work environment
Work models are changing with the greater presence of Generation Z (those born approximately between 1995 and 2010) in the market, especially due to the adhesion of these people within the digital ecosystem. The Target Group Index study, by Kantar IBOPE Media, underscores this trend by showing that 81% of respondents in this age group are present on Instagram, 43% on TikTok and 32% on Twitter.
According to Adriano Almeida, COO of alura and responsible for Alura for Business – business unit that supports organizations with people development solutions in technology -, this group grew up with the internet at home, so it is easier to adapt to the digitization of processes. “The leaders of this generation will prioritize training in digital skills even more, since they have a great potential for innovation and see the current demands of the market”, he explains.
In addition to the technological trend, the new direction of business models conducted by professionals in this age group involves the desire for stability. No wonder, an Adobe survey of university students and recent graduates shows that only 16% of them would take a job at a startup or small company, while 52% want to reach out to large, established companies because they believe they have bigger chances of resisting crises.
Despite this, leadership is not necessarily more occupied by generation Z. A study by Gorick Ng, a Harvard careers consultant, underscores this trend by revealing that only 2% of young people born between 1997 and 2012 are interested in being leaders. Meanwhile, a survey carried out by Banco Itaú BBA further reinforces that Millennials (born approximately between 1980 and 1995) represent an important portion of the labor market, with 50% of them being employed.
For Almeida, this generational deconstruction is natural and digital transformation is a great ally of companies in this process. “When Millennials began to assume management positions in place of Baby Boomers (born approximately between 1945 and 1964), the ways of working also changed. Therefore, the new tools, which improve communication between people and optimize their routines, can help to allocate employees according to their preferences and skills”, he says.
The executive also points out that the new generations are no longer so concerned with “staircase growth” within companies, which increases the chances of seeing an age diversity of employees and leaders in the future. “Today, someone who specializes in migrating from an area is a facilitating agent for a company to grow. That is, those who improve their knowledge of new technologies and trends become indispensable talents, making the 'order of arrival' a secondary factor”, he concludes.
EN 
PT 
