Bridging the Gap: Generational Views of the Job Market in the UK
There’s a familiar refrain often heard across kitchen tables, comment sections, and break rooms: “Young people just don’t want to work anymore.” For many in older generations, the perception is one of a workforce that lacks drive or commitment. But for young jobseekers, especially Gen Z, the reality is often far more frustrating: hundreds of applications, rejections without feedback, and jobs that seem to vanish into thin air.
At DibsHR, we believe it’s time to look past stereotypes and start listening to each other. The disconnect between perception and reality is harming both businesses and individuals — and it’s time to bridge the gap.
Perception vs Reality: The Generational Mismatch
The View from Older Generations
For Baby Boomers and many Gen Xers, work was often about sticking it out, climbing the ladder, and staying loyal to an employer. Many entered the workforce during a time when permanent contracts were the norm, and career progression felt more linear. In this context, it’s understandable why older generations might view today’s job market — and those in it — with scepticism.
Media headlines don’t help: they often amplify a narrative of “quiet quitting”, “job-hopping millennials”, or “work-shy Gen Z”. Add to this the ongoing reports of labour shortages in sectors like hospitality and retail, and the impression grows that jobs are available — if only young people were willing to take them.
The Lived Experience of Young Jobseekers
But speak to any recent graduate or school leaver, and you’ll hear a very different story.
Many young people are applying for dozens, sometimes hundreds of roles, often without receiving a single interview or response. A 2023 study by Bright Network found that 74% of recent UK graduates had applied to more than 50 jobs, and 40% had applied to over 100 — yet many still struggled to find employment.
The Office for National Statistics (ONS) reported that youth unemployment (16–24-year-olds) was 11.5% in late 2023, significantly higher than the general unemployment rate of around 4.2%. In some parts of the UK, particularly in areas of economic deprivation, that number is even higher.
But here's the kicker: there isn’t necessarily a shortage of ambition or desire to work — there’s a gap between what jobs are available, the requirements attached, and the experiences of young applicants.
So What’s Going Wrong?
1. Entry-Level Jobs No Longer Feel Entry-Level
Many roles marketed as “entry-level” now require 2–3 years of experience, specific qualifications, or unpaid internships — making them inaccessible to those just starting out. This raises the barrier to entry and limits opportunities.
2. Automated Hiring Practices
Young applicants often find themselves ghosted by application systems that filter CVs through algorithms. Without human eyes reviewing applications, nuanced or non-traditional experience can be missed entirely. According to a CIPD report, 67% of UK employers use some form of automation in recruitment, but many fail to audit these systems for bias or accessibility.
3. Low Pay and Insecure Contracts
Zero-hour contracts, poor working conditions, and below-living wage roles can feel like a trap rather than a starting point. With the UK Real Living Wage set at £12 per hour (£13.15 in London), many young people are questioning roles that don’t allow them to meet even the most basic cost of living.
4. Mismatch of Values
Today’s younger workers often prioritise purpose, flexibility, and development over traditional metrics of job success. This isn’t laziness — it’s a cultural shift. But employers who don’t adapt may see this as entitlement, not evolution.
The Role of Media and Narrative
The stories we tell matter. When media coverage blames young people for not filling vacancies, it overlooks structural issues in the labour market, such as:
Skills mismatches
Regional economic disparities
Discrimination (by age, ethnicity, or class)
Lack of affordable transport or housing
The danger of oversimplification is that it creates division where understanding is needed. It pits generations against one another rather than encouraging a shared effort to fix a broken system.
So What Can Be Done?
For Employers
Audit your job ads – Are you asking for too much in “entry-level” roles? Could you train on the job instead?
Offer feedback – Even a few lines of automated feedback helps candidates improve and stay engaged.
Make processes human – Avoid over-reliance on algorithms. Introduce manual screening stages or structured interviews that account for potential.
Pay fairly and provide stability – Review your offer against the Real Living Wage and avoid exploitative contracts.
Invest in early careers programmes – Apprenticeships, graduate schemes, and internships (that pay!) are essential to developing your future talent pipeline.
For Young Jobseekers
Tailor your applications – A generic CV will get filtered out. Highlight transferable skills and match keywords where possible.
Use networks – LinkedIn, alumni groups, and even informal chats can open doors that online portals close.
Stay informed – Follow companies you’re interested in and read up on their culture. It helps at interview and shows you’ve done your homework.
Don’t undervalue experience – Volunteering, side projects, and part-time work all count. Frame them in terms of what you learned.
Protect your mental health – Job-hunting can be demoralising. Take breaks, talk to others, and don’t internalise rejection.
Final Thoughts: Let’s Talk — Not Judge
The job market is tough. For everyone. But especially for those trying to enter it for the first time.
Instead of defaulting to blame or dismissal, we need intergenerational empathy. Employers need to look beyond assumptions and adapt to changing expectations. Older generations should consider the differences in economic context before criticising. And younger jobseekers can benefit from understanding how traditional views on work evolved and why they persist.
At DibsHR, we believe that bridging the generational divide is not just a matter of fairness — it’s essential for building workplaces that are inclusive, dynamic, and future-ready.