Closing the Gap: What Young People Actually Want from Employers

Across recent Purpose Lab sessions with PGL Beyond, RHS, Personal Group, and Active Care Group, a clear and consistent insight emerged - young people are not disengaged. Instead, they are highly responsive to organisations that demonstrate a genuine understanding of their lived experiences. This challenges a common assumption and highlights the need for businesses to move beyond surface-level engagement and rethink how they connect with the next generation entering the workforce. 

Students from institutions including the University of Chester, Liverpool Hope University, Liverpool John Moores University, University of Salford, Southampton Solent University, University of West London, University of Worcester, Cardinal Newman College Preston and New City College, have all given their insights using lived experience. 

One of the strongest themes to come out of these sessions is misalignment. Students have expressed uncertainty around employment, financial independence, and future pathways. Rather than showing a lack of interest, they questioned whether traditional systems are still effective or relevant.  

There is a growing sense that the structures historically used to guide young people into adulthood no longer feel reliable or reflective of current realities. This misalignment extends into other contexts. Students have made it clear that certain sectors are themselves not unappealing, but the way they are presented often assumes prior knowledge, unintentionally excluding those who are new to the space.  

Students have demonstrated a strong awareness of digital platforms, quickly identifying when systems felt forced or disconnected from real user needs. Similarly, workplace wellbeing was seen as something often communicated through policy rather than genuinely experienced in everyday working life. Across all of these examples, the issue is not a lack of interest, but a disconnect between intention and execution. 

Another key finding is the importance of practical value. Young people consistently prioritised real-world experiences that offer clear and immediate benefits. Internships, part-time roles, and leadership opportunities were seen as valuable because they build confidence and provide tangible skills. In contrast, abstract promises or vague outcomes were often dismissed. The expectation is not just to be told about future potential, but to experience meaningful opportunities in the present. This reflects a shift in mindset, where usefulness and relevance are measured in practical terms rather than long-term speculation. 

Communication also plays a critical role in determining whether young people feel included or excluded. Across the sessions, it became clear that overly formal or technical language can create unnecessary barriers. In contrast, communication that is clear, relatable, and accessible is far more effective in building engagement. It is not only about what is being communicated, but how it is delivered.  

Tone, visuals, and platform choice all contribute to whether a message resonates or is ignored. In a digital environment where young people are constantly navigating content, relevance is quickly assessed and easily dismissed if it does not feel authentic. 

Underlying all of these insights is the importance of listening. Young people have a clear understanding of their own needs and are willing to engage when they feel heard. When organisations fail to listen, they risk developing strategies that feel outdated or irrelevant. However, those that actively engage with young people and incorporate their perspectives are far more likely to build meaningful and lasting connections.  

Listening is not a passive activity - it is an active process that requires openness, adaptability, and a willingness to challenge existing assumptions. 

Ultimately, the idea that young people are difficult to engage is misleading. They are perceptive, selective, and highly responsive to authenticity and relevance. For businesses, this represents a necessary shift in approach. Success is no longer about designing systems in isolation, but about co-creating experiences that reflect the realities of the people they are trying to reach.  

Organisations that embrace this shift will not only engage young people more effectively but will also position themselves to grow alongside a generation that is ready to contribute, question, and shape the future.