Gen Z does not hate work – they hate the artificial intelligence that liquidates them

There was time when employment was a humanitarian process.

The candidate was walking in an office, shaking his hand and talking about who they were – and not just what they did. Employers who have been employed on the basis of personality, chemistry and intestinal instinct. This process was not perfect. He excluded many, relied a lot on intuition, and a lack of consistency. But, at least, he was a personality.

Then the digital age came. In the nineties, companies began adopting applicants tracking systems (ATS) to deal with the flow of applications online. The CV has moved from its reading by managers to software analysis. Efficiency improved, but something else was lost: differences, capabilities, humanity.

Soon forward – we have taken those systems themselves and added Amnesty International on top of it. But this is the problem: We have done the advanced technical layer on a broken basis. The result? A process is not only unilateral – it’s effectively harmful.

Amnesty International has not established the employment crisis. But it made it worse.

Now, instead of a single -sized appeal filters, we have learning models trained on historical recruitment data. This data reflects years of bias, the mania of proportions, and the matching patterns. Therefore, artificial intelligence learns the similarity bonus. Repeat previous decisions instead of enabling the best continents.

Young professionals – especially General Z – feel this separation deeply. They grew up in a world of speed, transparency and agency. They expect systems to work for them, not against them. After employment, they face black boxes. They were told to be unique, but they were filtered for not installing a template.

I hear constantly stories from talented youth who come to dozens of roles, design each application, and do not receive a response. Some of them are graduates of the first generation. Others built projects in the real world, led volunteering teams, or taught themselves online skills. But none of this is captured by the systems designed to wipe the keywords and degrees.

Meanwhile, companies complain of a lack of talent. But they are often blind about what is right in front of them. The recruitment system has become a wall – not a bridge.

So, where do we go from here?

First, we admit what is broken. We have built an improved recruitment process for size, not insight. The conformity rewards, not the ability. Creativity in favor of compliance. Then we wonder why innovation booths.

Second, we remember what matters. Employment is not only related to identical skills. It is about the capabilities. The ability to adapt. Learning speed. communication. Values. These things do not appear on CVs – and they definitely do not appear in automatic keyword scanning processes.

Third, we rebuild – not just upgrade. We do not need more smart filters. We need different systems. Systems:

• Let the candidates explain how they think through simulation, games and the challenges of the real world
• Replace fixed CVs with advanced digital definition files that follow growth and behavior
• Giving priority to notes and transparency to make recruitment cooperative – not competitive
• Focus on who became the person, and not only in the place they were

This is not just the case of the Gen Z. It transformed generations in how we understand work, value and identity. The next generation wants to build, solve and grow – but not within old structures.

If we do not meet them in the middle of the road, we will not lose talent. We will lose confidence. This is much more difficult to rebuild than any employment platform.

We stand at a crossroads. Behind us there is a world of biographies and approved and unusual software. We have a new way – more humane, more accurate and more comprehensive.

The question is: Do we have the courage to choose it?

Because the next generation is already choosing. They conclude from the systems you ignore. They build governorates instead of biographies, join societies on companies, and give priority to learning through stickers.

The companies that thrive in this new era will not be those that have more artificial intelligence.

They will be the ones who have the most clarity, courage and communication.

Let’s build for this future – before someone else does.