Preparing the Youngest Workers for the Age of GenAI

We are living through a period of unprecedented technological change, and reports indicate that our youngest workers—those aged 21 to 25—are feeling the effects of Generative AI most acutely in the form of job reductions. As leaders in management and HR, we cannot afford to wait for this disruption to settle. We must take proactive steps now to prepare this driven generation to find meaningful and enduring employment.

The future economy will demand workers who are resilient, adaptable, and capable of continually reinventing themselves. Here are actionable strategies for management and HR to cultivate these crucial traits and ensure our rising talent doesn't just survive, but thrives.

1.        Shift the Focus: From Tasks to Purpose and Mastery

The sources suggest that Generative AI and automation technologies will replace many specific tasks, but they won't necessarily replace entire jobs, which will instead shift and require new skill sets. Leaders must help young employees navigate this shift by focusing on purpose, mastery, and leveraging the human element.

·      Teach Them to Work with the Machine:  The job of the future may involve managing AI tools, much like a director manages a team of "universal personal interns" (UPIs). These UPIs generate output, but the human role remains essential for checking, editing, polishing, and curating the work. Management must help young employees understand this new relationship with technology.

·      Connect Work to Value and Purpose:It is crucial that leaders help front-line associates recognize the importance and positive impact of their work. You can do this by using simple math to connect their daily activity to the company’s bottom line (e.g., calculating the millions in revenue a service associate influences yearly). If young workers believe their role has purpose, they hold themselves to a higher standard and remain highly engaged.

·      Encourage Mastery Over Passion:Advise young workers to focus on mastering some skill or knowledge that others find valuable, even if they don't love it immediately. The process of mastering a valuable skill will eventually be rewarded with opportunities that lead them toward their true passion.

·      Embrace Liberal Arts and Judgment:While technical skills are important, classes in philosophy, history, and literature offer timeless lessons in fundamental human nature and the practice of judgment and reasoning. Since algorithms may automate many technical processes, the ability to exercise strong judgment—to know what to build and why—will become increasingly valuable.

2.        Empower and Elevate: Cultivating Leadership and Resilience

Leaders should focus on growing the capabilities of their youngest workers, teaching them how to be leaders and not just obedient employees.

·      Empowerment Doubles IQ:Give young workers responsibility and indicate that you trust them. When given the chance to make independent decisions, people's IQ seems to double. Management and HR should establish clear rules and tools that allow employees to act autonomously and fix problems without constant approval, thereby eliminating decision bottlenecks. For example, empower customer service teams to resolve issues up to a certain dollar threshold.

·      Cultivate Emotional Intelligence (EQ):In a world of accelerating change, personal resilience and emotional intelligence are essential for navigating the resulting high levels of stress. HR and management must help develop this "soft stuff" because attitude often puts aptitude "on steroids". Leaders are drawn to people who are authentic, genuine, and likable—traits rooted in high emotional intelligence. (i.e. human traits)

·      Foster Active Relationship Building:Advise young workers to invest in the quality of their relationships, as this often determines the quality of their life and opens doors to opportunities. Instead of asking someone to be a formal, life-long "mentor" (which can sound like asking for a "free life coach forever"), encourage them to seek counsel from various people they admire, regardless of age, to gain specific insights.

·      Encourage Self-Awareness and Feedback:Promote a culture where giving feedback—upwards, downwards, and sideways—is normalized and done with sincere intent to help others improve. Leaders must maintain their own self-awareness and be willing to solicit real, genuine feedback from others.

3.        Adopt the Entrepreneurial Mindset: Action and Intensity

The volatility of the job market demands that young workers adopt the mindset of an entrepreneur—constantly seeking options and taking calculated risks.

·      Risk and Action Now:Young professionals should take risks now, while they lack significant financial obligations. Leaders should advise smart, driven students to choose their early jobs based on gaining the most valuable experience. If they plan to start something in the future, they should ask: "Why can’t you do this in 6 months?". The cost of inaction—waiting for the perfect timing or situation—is often greater than the cost of a temporary misstep.

·      Macro Patience, Micro Speed:A key strategy for success is having macro patience (not stressing about results 8 years out) combined with micro speed (stressing the next 8 days). Focus on quick, deliberate action to make progress every day.

·      Do One More Push-Up:Teach the value of an outstanding work ethic. Encourage employees to always go above and beyond, putting in 110% effort, as an "extra push-up" will be noticed and go a long way towards advancing one's career.

·      The Power of Subtraction:As leaders, prioritize what should be simplified or eliminated before adding new strategies. For young workers, this translates to developing the habit of asking "What should I put on my not-to-do list?" to avoid distractions and focus attention. Time and attention are the most precious resources, and full attention is necessary for the best work.

The world needs great leadership now more than ever. By focusing on empowerment, fostering resilience, and teaching strategic action in the face of uncertainty, HR and management can ensure the youngest generation is equipped not just to endure the changing landscape, but to lead now.

Disclaimer:  This post is mine alone and may not be the views or opinions of any others, including past or current employers, friends, or family.  You can also find me on Substack, Medium, Tumblr, Facebook, LinkedIn, and X – and you can find my book here on Amazon