Although it is just a phrase, hides a much deeper problem in the Argentine labor market: the new generations do not feel valued.
The phrase “people don’t want to work“It is a phrase that circulates naturally in informal conversations. But, behind a much deeper problem, which affects not only the Argentine labor market: it is not about people to refuse work itself, but also that They reject meaningless jobs or environments where they feel mere gears without purpose.
Working conditions They do not accompany the new demands or the new talents. Organizations are still trapped in rigid models that demand endless days and pressures impossible to sustain. The overload of tasks, the lack of real pauses and the absence of a culture that assess well -being generate a Perfect culture broth for extreme exhaustion.
It is not the same not wanting to work, than not wanting to do any job
The new generations The rules of the game have changed. For them, work must have a clear purpose and a real impact, in addition to an environment that does not destroy them physically or emotionally. Rejection is not to work, but to do it under conditions that generate chronic stress or loss of motivation.
However, these professional generations, despite their preparation, do not access jobs according to their expectations or competencies. The difficulties in climbing and the lack of real opportunities immerse them in jobs that They do not value their potentialaccentuating its frustration and disconnection. Companies, on the other hand, seem not to be prepared for this transformation, persist in organizational cultures that demand, with unrealistic expectations and without effective support or recognition systems.
Resilience becomes a key ability to workers. But it is not enough to resist stress; What is needed is antiphragility: The ability to not only endure difficulties, but to grow and strengthen them thanks to them.
Stresses work
How companies can adapt to this new reality
Organizations must rethink their structures to create cultures that value human capital. That implies recognize exhaustion as a real problemincorporate active listening spaces, promote collaboration and design roles that respect personal limits.
He humanized leadership It is an urgent need. Leaders must learn to manage collective stress, to identify early signals of exhaustion and lack of interest, and to build resilient, motivated and aligned equipment with a purpose that transcends the simple execution of tasks.
The real challenge is to reverse the culture of sacrifice and overload to build environments where talent feels valued, protected and motivated to innovate. Recognition cannot be just an occasional prize, it must be a constant pillar of work experience. Only when companies understand that sustainable success is to take care of the emotional and physical health of their collaborators, leaving behind exhausting and obsolete practices, you can end the stigmatization of “not wanting to work” and open step to a culture of real commitment, creativity and mutual growth.
The phrase “people do not want to work” is nothing more than an excuse that hides a collective failure: not knowing how to build workplaces where talent can shine, grow and hold over time. Changing this reality requires responsibility, innovation and humanity from all, so that working ceases to be a weight and so and then, “people want to work.”
Source: Ambito
David William is a talented author who has made a name for himself in the world of writing. He is a professional author who writes on a wide range of topics, from general interest to opinion news. David is currently working as a writer at 24 hours worlds where he brings his unique perspective and in-depth research to his articles, making them both informative and engaging.
