Introduction
A recent study by Capgemini reveals that young talent considers 12 months the maximum time to advance or secure a promotion. If not, they are ready to change jobs. Companies have less than a year to captivate and retain the younger generations, as young workers typically stay for an average of 11 months before resigning if they don’t connect with the organization.
The Urgency for Retention
Karla Navarro, Director of Talent Acquisition at Capgemini North LATAM, emphasizes the limited patience young workers have in the job market. At least 44% of this younger talent would consider seeking new opportunities within six months, with only 28% waiting a full year.
- Only 29% of less experienced professionals would switch in six months, and 37% after a year. Among more experienced workers, only two in ten would switch in six months, while four in ten would wait 12 months.
- The average time for those seeking a promotion is 11 months, according to Navarro.
During the presentation of Capgemini’s study on what Mexican talent truly seeks when employed, it was revealed that six out of ten workers plan to change positions or jobs within six months to a year after hiring, as they seek better opportunities and lack motivation to stay.
“We have very little time as organizations to impact and retain our talent, especially the younger ones. Young workers won’t wait,” Navarro stressed, highlighting the importance of designing career plans within this timeframe.
Expectations and Reasons for Job Changes
Although reasons for leaving vary, almost four out of ten workers believe that one year is enough to receive a promotion. If they don’t, they will seek other opportunities due to better salaries, professional growth, or a more favorable work environment.
“Listening to new generations is the key to leveraging talent and building growth and development spaces,” said Marcela Pérez, Director of Talent Attraction at Capgemini’s Global Delivery Center Mexico.
Navarro echoed this sentiment, stressing that companies must offer challenges, learning opportunities, and growth. “Young talent in Mexico seeks rapid development and belonging to organizations that support them closely,” she added.
The study showed that 77.5% of talent prioritizes professional growth, even above salary and work environment, though these factors still influence the decision.
What Young Talent Seeks
Pérez highlighted the importance of understanding young talent’s expectations, especially their motivations and what they hope to find in their early career years. She noted that technical skills make the difference, as formal education provides only a foundation without specific preparation.
Pérez recommended equipping talent with these technical skills and then strengthening soft skills, such as leadership, project management, data analysis, and other niche industry competencies.
This is crucial because the Capgemini study shows that in their early years, six out of ten young workers aim to acquire technical skills, and more than half expect to gain sector knowledge, prepare for leadership roles, learn project management, data analysis, and eventually develop soft skills.
Knowing How to Approach
Pérez shared that connecting with younger talent requires understanding and humanizing the relationship. This means being sensitive from the outset, as connecting with an 18-year-old differs significantly from a 70-year-old.
“We’re not just candidates or resources; we are people with names and ages who belong to a generation, and there’s likely a connection point with the other side,” she stated.
To connect, Pérez suggested identifying the person being addressed, understanding their interests, and not just focusing on whether they meet the profile. It’s essential to comprehend their interests, one-year projections, and primarily, their motivations.
Both experts agree that leadership is crucial for motivation, though its application varies between generations. Senior workers seek leaders who delegate and provide autonomy, while younger workers prefer guided learning with technical knowledge.
“As we gain experience, any professional expects to feel a bit more free,” said Pérez.
Navarro reminded us that young workers are just starting their careers and seek challenges and learning, while more experienced workers look for stability, recognition, and appreciation in an organization.
With these insights, it’s clear that Mexican organizations have a very narrow window to connect with their younger workforce. Retention now depends on learning experiences, growth opportunities, and a sense of belonging within less than a year.
