The Alpha generation, formed by young people born from 2010, begins to reach the labor market still as trainees and apprentices, but already causes significant changes in companies. Unlike previous generations, these young people grew up surrounded by artificial intelligence, virtual assistants and personalized content, and arrive in the corporate world demanding more purpose, diversity and emotional well-being.
According to a survey by the Internship Company and Opinion Box, about 80% of Alpha young people show interest in undertaking even in adolescence, a number much higher than that observed among people up to 24 years. Also according to a survey conducted by Datafolha in June 2025, 68% of this group considers it better to be autonomous, compared to 29% who prefer formal employment.
According to the president of the Brazilian Association of Human Resources in Ceara (ABRH-CE), Kassia Sales, companies need to prepare to identify this new profile of employees, which has valued different initiatives within corporations, such as real social impact and a more horizontal work environment. “Organizations need to prepare managers capable of combining innovation and welcoming, so that this group is reached and embedded in opportunities according to their” profiles, he says.
Changes
The president of ABRH-CE also points out that, unlike Generation Z, who experienced the transition from the analog world to the digital, the Alpha generation did not know another reality, it was born connected and with a high level of adaptability. “This familiarity makes them expect more collaborative, dynamic and personalized work environments, as well as more open to dialogue and less hierarchical leaders”, he explains.
Among the strengths of the Alpha generation are critical thinking, developed emotional intelligence and the ability to solve complex problems in a group. In contrast, Kassia Sales warns “to the risk of greater anxiety and difficulty dealing with corporate environments too thickened”.
“As a Human Resources professional, I believe it is necessary to review recruitment policies, strengthen leadership development programs and create a culture that values mental health, dynamism and active listening”, explains Kassia, emphasizing that the work of ABRH-CE has been to guide organizations to understand that flexibility, diversity and purpose are already differentials for the next generations.
The president also points out that while the Alpha begin to occupy space, the arrival of the Beta generation, formed by those born from 2025, is already discussed, which should grow in an even more immersive environment, marked by augmented reality and advanced automation. “Whoever understands the transformations brought by Alpha will be more prepared to face the challenges that the next generation will impose”, she concludes.
