Generation Alpha enters the fray
The oldest representatives of Generation Alpha are still students; however, from an employer’s perspective, their entry into the labor market is by no means a distant prospect. The professional environment awaiting them will be simultaneously more digital, more automated, and will operate under even greater demographic pressure than today. This raises the question – what kind of employees will they be? According to experts from Smart Solutions HR, much depends on the employers themselves. Companies should not wait for Alphas to “just grow up” but should already be analyzing how to effectively attract candidates from younger cohorts, onboard them, and create development opportunities for them.
According to the World Economic Forum’s “Future of Jobs Report 2025,” by 2030, 22% of current jobs will be transformed, 170 million new roles will be created, and 92 million will be displaced. The global and Polish labor markets may face revolutionary changes – further driven by the entry of a new generation fully raised with artificial intelligence: the Alphas.
Generation Alpha is growing up differently than Gen Z
Representatives of the youngest generation are growing up in an environment even more deeply immersed in technologies, algorithms, and artificial intelligence. In Europe, the rates of new technology usage among youth are exceptionally high. Eurostat reports that in 2025, 98% of people aged 16–29 in the European Union used the internet every day, 89% were active on social media, and 60% used generative AI tools in the three months preceding the study.
“Generation Alpha is the first generation raised in a world fully immersed in technology. Smartphones, artificial intelligence, and real-time access to knowledge are everyday realities for them, not novelties. This will influence not only their way of learning and development but also their expectations regarding work. For these individuals, the digital environment will most likely become a natural context for action, whereas for Generation Z, technology remains primarily a tool. It can be assumed that for many representatives of this generation, using AI tools as daily support—for example, in organizing information, preparing materials, or performing simpler analytical tasks—will be natural. This may mean they will expect from employers not only access to modern solutions but also clear rules for their practical use at work,” comments Włodzimierz Kucharczuk, Project Manager at Smart Solutions HR.
Technological proficiency – yes, but not only
When analyzing the labor market through the lens of generational shifts, it would be a simplification to assume that the future of “Alphas” consists solely of AI, programming, and cybersecurity. The World Economic Forum’s “Future of Jobs Report 2025” indicates that by 2030, the fastest-growing demand will be for competencies related to AI and big data, networks, cybersecurity, and technological proficiency. However, analytical thinking, creativity, stress resilience, flexibility, cognitive curiosity, and a commitment to lifelong learning remain among the most significant competencies. The same study also points out that by 2030, 59% of workers will face the necessity of reskilling or upskilling.
These global trends are also of particular importance in Poland, where the pace of technological development does not always keep up with the level of digital skills. The European Commission, in its “Poland 2025 Digital Decade Country Report,” indicates that although Poland possesses well-developed digital infrastructure, it still faces a relatively low level of digital skills within society and slower adoption of advanced technologies by enterprises. This means that an increase in demand for technological competencies alone will not be sufficient. The market will need employees who can combine digital proficiency with analytical thinking, communication, responsibility, and an understanding of business environment needs. It is precisely at the intersection of these competencies that Generation Alpha’s advantage may be formed, especially in areas blending technology, creativity, and innovation, such as IT, new media, design, biotechnology, or the green economy.
What does the youngest generation want to learn?
Since the future market will reward such a broad and hybrid set of competencies, it is worth looking at the educational and professional choices declared today by youth closest to entering adulthood. Although extensive research on the educational preferences of Generation Alpha itself does not yet exist, analyses covering today’s school-age youth from the youngest cohorts of Generation Z serve as a useful reference point. This is not an identical group; however, due to the proximity of their educational and digital experiences, they can be treated as a significant signal of the direction of change.
The NASK report “Educational and Professional Aspirations of High School Students. Results of the 2024 National Study” shows several clear tendencies: 43.9% of respondents plan to both study and work after school, 76.5% want to derive satisfaction from their future work, 71.3% count on high earnings, and more than half are considering starting their own business. At the same time, only 3.5% believe that school sufficiently prepares them for their planned profession.
In the NASK study, the most frequently cited fields of study were psychology, computer science, management, medicine, and marketing, while among desired professions, psychologist/therapist, programmer, and medical professions ranked high. This shows that the future educational choices of young people are not exclusively tied to technology and digital skills. Alongside IT and data, areas related to relationships, health, communication, and understanding human needs resonate strongly.
“Growing interest in such fields may translate into a larger number of candidates in professions where labor deficits are already visible today, especially in healthcare, caregiving, and psychological support. This is an important signal not only for employers but also for public and educational institutions, as it shows that a portion of the youngest generation may bolster areas of key social importance, which are simultaneously most affected by staff shortages,” says the expert.
“Alphas” will enter a tougher labor market
The aspirations and competencies of the young are one thing, but the true test will be the realities of the labor market that Generation Alpha will actually collide with. They will enter a professional environment already shaped by the development of artificial intelligence. It is not just about the emergence of new tools, but about a change in the nature of many positions and daily professional duties. The Organization for Economic Cooperation and Development (OECD), in its study “Who will be the workers most affected by AI? A closer look at the impact of AI on women, low-skilled workers and other groups,” points out that AI can also automate non-routine and cognitive tasks, thereby affecting office jobs and roles requiring higher education. For representatives of Generation Alpha, this will mean having to function in a reality where an advantage is determined not by the knowledge of technology itself, but by the ability to continuously learn, adapt, and combine digital competencies with social skills.
Generation Alpha’s impact on the labor market will be visible as early as their educational decisions, choice of study fields, first internships, seasonal work, and expectations toward employers. From an organizational perspective, this means the need to reach future candidates earlier, including through cooperation with schools, internship and apprenticeship programs, educational activities, and designing recruitment and onboarding processes that correspond to the communication style and expectations of the youngest cohorts.
The direction of these expectations is already partially shown today by studies of young adults. The CBOS communique “Young People on Professional Life” indicates that the most important criteria for choosing a job include good earnings (65%), a good atmosphere and relationships at work (32%), work-life balance (29%), and job security (26%). The possibility of remote work was a deciding factor for 15% of respondents. This is not yet a description of Generation Alpha, but rather the most likely direction for the continuation of work expectations. It can also be assumed that for representatives of this generation, expectations regarding personalization, fast access to information, and regular feedback will be more natural. Rigid, inflexible environments offering limited development opportunities may prove more difficult for them.
How can companies prepare for generational changes?
The changes outlined above mean that organizations should not limit themselves to observing trends but should already be translating them into concrete actions. In practice, this will primarily mean the necessity of organizing how AI tools are implemented in companies, ensuring they do not function in a scattered and accidental manner but truly support the daily work of teams. Equally important will be the development of more flexible work models, a greater emphasis on soft skills, and preparing managers to collaborate with individuals who expect more frequent feedback, greater transparency, and a real impact on how tasks are performed. Complementing these actions could be cooperation with educational institutions, which will help companies better understand the aspirations and functional styles of the youngest cohorts.
“The greatest challenge will not be the entry of Generation Alpha into the labor market itself, but the readiness of organizations to change their approach to young workers. Companies will have to design simpler and more transparent recruitment processes, shorter but more practical onboarding, and more frequent and specific feedback. Organizational culture, the quality of relationships with supervisors, the meaning of work, clear communication, and the employee’s real influence on their own development path will also gain increasing importance. Organizations that do not account for these expectations early enough may struggle to attract the youngest candidates even before their full entry into the market. Furthermore, if this direction of change continues, the labor market may shift more clearly toward a model in which the employee, rather than the employer, will largely dictate employment conditions. Greater work flexibility and a shorter work week may, over time, become a market standard rather than a differentiator. In this sense, the professional activation of Generation Alpha may turn out to be one of the impulses for a profound change in the entire work model,” concludes Włodzimierz Kucharczuk.
Sources: World Economic Forum “Future of Jobs Report 2025,” CBOS Communique “Young People on Professional Life,” Organization for Economic Cooperation and Development “Who will be the workers most affected by AI? A closer look at the impact of AI on women, low-skilled workers and other groups,” Statistics Poland (GUS) “Population Projection 2023–2060,” NASK Report “Educational and Professional Aspirations of High School Students. Results of the 2024 National Study,” European Commission Report “Poland 2025 Digital Decade Country Report,” Eurostat – Young people – digital world.
