Today’s emerging workforce are facing challenges that previous generations didn’t. Entry-level opportunities – and other early career pathways – are getting fewer, and those that exist might seem harder to access. Traditional routes such as trainee roles, apprenticeships and trial periods appear to be getting harder to access. For many of the younger Gen Z group starting a career, or even finding interesting or challenging work, is becoming harder.
I discussed this with Danielle Farage during one of our recent From X to Z podcast chats. Despite what some more senior level professionals might think, this isn’t a problem bought about by a lack of ambition or drive amongst the emerging workforce, but instead a result of the way businesses now tend to be structured, resulting in four main challenges that early career workers now face:
➡️ Fewer career levels: There just aren’t as many steps to climb. An increase in flatter organisational structures means reduced opportunities for progression or promotion
➡️ Rising pressure to move fast: Digital channels and social media platforms fuel comparison and motivation to move ahead quickly, but then so do real economic pressures – like stagnant salaries in a time of rising inflation, and increased housing costs.
➡️ Wages that don’t reflect reality: Salaries for early-career roles haven’t kept up with inflation, meaning companies are offering less than they paid for the same entry level roles a few years ago.
➡️ Fewer entry-level roles: Some companies are cutting back on junior roles, or beginning to replacing them with AI. On top of that, many young professionals complain of poor management and limited mentorship opportunities, which can further stall development.
The result? A generation hungry to grow, but often stuck without support.
You can listen to our conversation or watch it below, and let me know what you think and how you’re seeing businesses support the emerging workforce:
The evolution of how, when and where we work continues apace – driven by technological innovation, changing worker expectations, and an increasingly decentralised workforce that wants agency in how, when and where they work, and access to information and tech support as and when they need it.
To try and make sense of the many of shifts happening in the workplace, I recently invited Andrew Spence – a workforce futurist and author of the weekly Workforce Futurist newsletter in which he shares the latest research and thinking around the world of work – on to the HR Means Business podcast for a conversation to unpack what the future may look like, and which current trends leaders should be tracking.
1. AI Is Useful — But Let’s Not Get Carried Away
AI is no longer new, but the recent explosion in natural language tools like ChatGPT has made it feel fresh, and potentially game-changing. even magical. Andrew’s view is that whilst AI is incredibly useful (acting as a solid “6 or 7 out of 10” assistant) it’s not necessarily intelligent in the human sense. We’re often seduced by the friendliness of the interface and assume these tools are more capable than they are. In reality, he sees them as very fast data processors.
The risk in overhyping AI is it can give the impression that entire professions and specialisms might disappear overnight. He points out that tools still need human oversight, creativity, and interpretation. AI can certainly enhance productivity, but won’t replace the value humans bring to the table – especially when that value lies in empathy, context, or nuance.
2. HR Needs to Own the Work Design Agenda
Today’s workforce includes a wide range of permanent employees, freelancers, fractional workers, along with increasing automation and AI agents. In this new reality, the real opportunity for HR lies in designing how work gets done — not just who does it.
This means thinking beyond organisational charts and job titles to start looking at which outcomes are necessary, and how best to achieve them. Could a blend of full-time hires, freelance consultants, and AI tools deliver more value than a conventional team?
It’s time for HR to become architects of work, not just custodians of headcount.
3. Decentralised Workforces Are Here — and Growing
Andrew’s research points to a growing shift toward non-traditional work structures. From gig platforms to fractional executives, people increasingly want to work flexibly and globally. During COVID, millions experimented with side hustles and online platforms – a mix that they kept afterwards.
This rise of the decentralised workforce poses significant challenges for HR. How do you maintain compliance, cohesion, and culture when a manager might hire a freelancer halfway across the world without the organisation even knowing? Our traditional systems and structures aren’t usually built for this – and work tech needs to evolve accordingly.
4. Loneliness at Work Is Real — and Rising
As more people work remotely or flexibly, loneliness is becoming a quiet crisis. Surprisingly, research shows that under-30s (primarily Gen Z) are the loneliest demographic – even more so than the elderly. While being alone doesn’t always mean being lonely (thanks to digital entertainment and online communities) there are real implications for engagement and productivity.
This presents both a challenge and an opportunity for HR. Organisations that can create meaningful, human-centred experiences – offering opportunities for connection, belonging, and purpose – may find a competitive edge in attracting and retaining talent.
People don’t just want a job; they want to feel part of something.
5. The Future HR Function: Smaller, Smarter, and More Strategic
Looking ahead, Andrew envisions a more specialised HR function, consisting of smaller teams, but with deep expertise in compliance, workplace technology, and strategic workforce planning. Much of the traditional ‘people management’ he sees shifting to team leads, AI agents, and decentralised systems.
The central HR function will focus on ensuring that all these moving parts work together — ethically, efficiently, and in line with business goals.
In other words – HR’s role isn’t disappearing. It’s transforming!
The future of work isn’t just about technology, but is about reimagining how value is created, how work is designed, and how people connect. As AI and decentralisation reshape the landscape, HR has a unique chance to lead – not by holding onto outdated models, but by helping create a new era of work.
It’s not just about adapting to the future. It’s about designing it.
Talent Trends & Insights 