Knowledge Before the Money: Preparing the Next Generation for the Workforce
Bridging the Gap: A 21-Year HR Professional's Perspective on Preparing the Next Generation for the Workforce
II have worked in state government for 21 years in the Human Resources profession. My professional journey began as a part-time employee with the Virginia Employment Commission. After graduating from Virginia Commonwealth University in 2004 with a Bachelor of Science degree in Human Resources, I started my career as a Human Resources Receptionist, earning $27,616 annually.
I know what you’re thinking—that was two decades ago, and a lot has changed. And you’re right. The biggest change I see today is in the expectations of applicants.
Growing up, many of us were told to go to college, earn a degree, get a good job with a pension, and retire. Unfortunately, long-term employment is no longer what much of the workforce is searching for. Today’s candidates want to know how much money they will be making now, and often the offer is not enough. Life is expensive, and I understand the need to survive—but I often wonder what steps candidates are taking to invest in their future.
Early in my state government career, we emphasized benefits when making job offers. I used to laugh and say benefits weren’t going to pay the bills. Now, after more than 20 years in government, I have a much deeper understanding of how important benefits are to everyday life. I am eligible to retire at 56 years old and still be young enough to pursue other work. That perspective only comes with time and experience.
Working in talent acquisition, I’ve noticed that benefits are often overlooked, while applicants with the least amount of experience request the highest salaries. Whatever happened to starting at the bottom and working your way up? Life is expensive, but you must bring knowledge to the table before you can expect a higher salary.
If you are a recent college graduate, what did you do during your college years to gain experience in your field of study? I tell students that work can be paid or voluntary—all experience counts. I also encourage them to find mentors in their field, because your network can open doors that may not be available otherwise.
The pressures are higher for the incoming workforce because affordability is a real issue they are facing. They need money now to survive. My advice is to take your time going out on your own. If you cannot afford the bills and responsibilities that come with independence, you may need to consider a different living strategy. Adulting is hard, but with proper preparation, it does not have to be impossible.
One thing I truly admire about today’s job seekers is their ability to advocate for themselves. You should ask for what you want—because we all know you will not receive it if you don’t ask. That said, I encourage candidates to be realistic about their expectations. If your experience is limited, seek opportunities to gain more. There is nothing wrong with learning and building a strong foundation in your field of study.
I pride myself on making more knowledge moves in my career than money moves. I often tell people that the money will come if you have the knowledge to support it. My journey in state government has exposed me to many different scenarios, so when my team encounters an issue, I either know how to solve it or know where to find the answer. If you want your team to have confidence in your ability as a manager or leader, you must demonstrate competence in the subject matter.
This generation also struggles with social anxiety, which can make it difficult to communicate with people they don’t know. This creates challenges in building professional connections, especially since you still need to sell yourself to employers to access job opportunities. Out of my curiosity about Generation Z, I decided to start a nonprofit organization called Pathway to Purpose. Its mission is to help the next generation integrate into the workforce.
Through my HR experience and professional network, I plan to offer workshops that prepare young adults to enter the workforce and understand what it takes to get started in their careers. My goal is to bridge the gap between the current workforce and the new generation entering it.
HR leaders—how can we help the next generation integrate into the workforce?
I am all ears and would love to hear other leaders’ perspectives on this topic.
