There is a widespread belief that Gen Z is somehow ill-equipped for the modern workplace: unambitious, disengaged, unwilling to put in the hours. It’s an easy headline, but it is the wrong conclusion to draw.
The reality is far more nuanced. Gen Z is hard-working, entrepreneurial, and represents the future of the global workforce and economy. What they are facing is not a lack of motivation, but a fundamentally different and more challenging entry point into work.
Young people today are entering one of the toughest job markets in decades. Research from Randstad and the Institute of Student Employers (ISE) highlights the growing squeeze on early-career roles, with global entry-level job postings falling by 29 percent between January 2024 and late 2025.
The rise of AI is also one of the factors prompting organisations across markets and industries to re-think entry-level hiring. In Singapore, 53% of organisations expect a slowdown in entry-level recruitment over the next three years, while 58% say they are prioritising candidates with more specialised skill sets, raising the bar for young talent trying to break into the workforce.
Why governments are backing Gen Z
This challenge is global, and policymakers are responding accordingly. Governments around the world are introducing schemes to incentivise hiring and training of young people, recognising both the scale of the issue as well as the opportunity.
In Singapore, the GRaduate Industry Traineeships (GRIT) Programme supports fresh graduates in gaining practical experience and skills, easing their transition into full-time employment amid economic uncertainty. To further strengthen the nation’s AI capabilities, the AI Apprenticeship Programme (AIAP) was also introduced to build a robust pipeline of local AI talent. Through a structured six-month training period, the programme equips participants with the technical skills and confidence needed to contribute meaningfully to Singapore’s growing AI ecosystem, while expanding career opportunities in AI-related roles.
These incentives are designed to support the younger workforce in navigating an evolving job market while allowing businesses to develop their talent and benefit from their digital native skills.
A generation defined by change
Yes, the job market is more competitive than ever, no matter where you are, but the very nature of work itself is also shifting. Far from lacking drive, this generation is navigating unprecedented complexity, balancing intense competition, rapid technological change, and global uncertainty while building their careers.
What Gen Z brings is a unique strength: fluency in technology. Smartphones, high-speed connectivity, and social platforms are second nature. But in today’s economy, fluency alone is not enough. The real differentiator is AI literacy: those who actively experiment with AI tools, understand how to apply them, and integrate them into their work bring not just technical capability but new ways of thinking – unlocking productivity, innovation, and growth for the organisations they join.
This sentiment resonates in Singapore as well. In March this year, Minister Josephine Teo raised the term “AI Bilingualism” as part of the National AI Impact Programme (NAIIP) launch, where today’s professionals need fluency in two languages: their own domain expertise and AI. Beyond developing a deeper grasp of the technology, workers must also be well-versed in their fields to effectively translate AI capabilities into meaningful applications that benefit not just their organisations, but entire industries.
We are already seeing this play out in practice. Recent research from IWG shows that Gen Z employees are instrumental in driving AI adoption across the workforce. Nearly two-thirds of younger workers are actively helping older colleagues learn and use AI tools – from hands-on coaching to practical tips that embed AI into everyday workflows.
This form of reverse mentoring is delivering tangible results, improving collaboration and accelerating productivity. It also highlights a broader shift: younger employees are not just learning from organisations – they are actively shaping how work gets done.
In the AI era, initiative is the advantage
Of course, developing these capabilities requires initiative. Just as previous generations learned to code in their spare time or pursued additional qualifications, today’s young professionals must take ownership of building AI capability and broader future-ready skills.
Singapore’s workforce is already leaning into this shift, with high participation in government and industry-backed programmes. SkillsFuture Singapore supports around 1,600 AI-related courses, with 137,000 training places taken up by more than 105,000 individuals in 2025 alone – a clear signal that the appetite for AI upskilling shows no signs of slowing. Complementing this, the TechSkills Accelerator (TeSA) programme has upskilled 340,000 individuals to date through industry-led training, designed to build the digital expertise needed for long-term career growth and economic competitiveness.
Increasingly, that learning happens beyond formal education – through online communities, peer networks, and hands-on experimentation. Singapore is fostering this further with Lorong AI, a dedicated community hub that brings together AI practitioners, researchers, and government officials to collaborate, exchange ideas, and collectively shape the country’s AI ecosystem.
Planning a career in this environment also requires a more intentional approach. Young people should be asking: “Where will I gain the best experience?” and “Am I building the skills future employers will value?” For those not yet in work, volunteering can play a critical role, offering a way to build practical experience, develop soft skills, and demonstrate initiative in a competitive market.
Together, these efforts reflect a broader recognition that future-readiness cannot be left to chance, and workers who embrace this change will be better placed to thrive.
Supporting talent through upskilling and flexible working
The onus cannot rest solely with individuals. Employers also have a crucial role to play in upskilling their teams and ensuring they have the best tools in the business. Companies that invest in training, mentorship, and meaningful development opportunities will unlock enormous potential.
There are encouraging signs that businesses in Singapore are stepping up. More than two-thirds (68%) of enterprises plan to prioritise training and upskilling their existing workforce’s AI capabilities, a testament that people remain central to successful AI implementation. The returns speak for themselves: a large majority (85%) of AI users reported improvements in productivity, time savings, and quality of work.
At IWG, we’re seeing this first-hand. We’ve invested in extensive training and development programmes, with hundreds of online courses, because keeping teams at the top of their game is essential in a fast-moving environment.
Employers who offer their teams flexibility with the ability to work in convenient locations closer to home, alongside supportive and innovative environments, will also be better positioned to engage and develop emerging talent, all whilst driving productivity. That’s because flexibility is no longer optional; it is expected. That shift is only accelerating, with 79 percent of 11–17-year-olds anticipating flexible working to be the norm by 2040.
An opportunity businesses can’t miss
Governments around the world are incentivising businesses to hire Gen Z because they recognise the opportunity: younger employees bring skills, entrepreneurialism, and innovation that can transform productivity and competitiveness. Young people are already adapting by learning new tools, navigating uncertainty, and competing in historically challenging markets.
For businesses, those that invest in this generation will not only unlock extraordinary talent but also secure their own future in a competitive, AI-driven world.
Mark Dixon is one of Europe’s best-known entrepreneurs, and since founding the Regus Group in Brussels, Belgium, in 1989, he has achieved a formidable reputation for leadership and innovation. By understanding the way that globalization, personal mobility, and digital technology have enabled new ways of working,
Mark has overseen the growth of IWG into the world’s largest workspace provider. Prior to Regus and IWG he established businesses in the retail and wholesale food industry.
Mark has received many awards for enterprise and is widely acknowledged as one of the pioneers of the workspace industry who revolutionized the way business approaches its property needs with his vision of the future of work.
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