The global job market in 2025 is undergoing a tectonic redefinition, driven by the massive entry of Generation Z into a workforce that is still digesting post-pandemic transformations. This generation, composed of individuals born approximately between 1997 and 2012, is not merely filling job positions; it is acting as a catalyst for systemic change that challenges the historical pillars of traditional corporate capitalism. While previous generations have often prioritized job security and salary progression as key metrics of success, Generation Z is emerging with a worldview in which work is an extension of one’s ethical and social identity. In this context, the Social and Solidarity Economy (SSE) is positioning itself no longer as a marginal alternative, but as the natural home for young talent seeking a purpose that transcends mere profit.
The crisis of attractiveness of large corporations, highlighted by phenomena such as “Quiet Quitting” – i.e., the conscious choice of workers to limit their commitment to the contractual minimum, rejecting the culture of hyper-performance or “hustle culture” – signals a profound misalignment between traditional job offers and the psychological needs of new workers. In contrast, social enterprises, cooperatives, and third sector organizations are gaining unprecedented prominence, offering horizontal organizational models that are oriented toward environmental and social impact and capable of leveraging individual creativity as a driver of collective innovation. Analysis of trends suggests that the future of work is intrinsically linked to the ability of organizations to “humanize” themselves, transforming the workplace into a community of intent rather than a simple production unit.
This emotional withdrawal from work is often caused by companies’ inability to meet fundamental psychological needs such as autonomy, competence, and relatedness. When workers perceive that their extra effort does not result in increased collective well-being or meaningful personal recognition, they choose to protect their mental health by erecting insurmountable barriers between their private and professional lives. Generation Z, which has witnessed the burnout of previous generations, is particularly resistant to sacrificing their free time on the altar of corporate missions they do not believe in.
The link between quiet quitting and leadership is undeniable. Often, the problem lies not with “lazy” workers, but with managers who have not been trained to manage the complexity of human emotions in a digital or hybrid work environment. Generation Z values leadership not for the hierarchical power it wields, but for its ability to be inclusive, transparent, and mutually supportive.
Social Economy as a natural response
In this scenario, the social and solidarity economy (SSE) emerges as an ecosystem capable of responding to all the main demands of Generation Z. Social enterprises do not just sell a product or service; they are created to respond to a community need, integrating environmental and social objectives into their business model. This intrinsic mission acts as a powerful talent retention factor: when the “meaning of work” is high, the intention to leave the company decreases dramatically.
SSE organizations often operate with democratic and participatory governance structures, where employees have a say in decision-making processes. This directly responds to Gen Z’s desire to be heard and to have a real impact on the direction of the organization. In addition, the social economy has shown extraordinary resilience during economic and pandemic crises, maintaining employment levels thanks to a long-term vision that is not slave to the quarterly results demanded by financial markets.
Recent studies indicate that in social enterprises, the “social mission” is a key mediator between employee engagement and retention. Young people working in the healthcare or social care sectors, for example, show much higher engagement rates when they feel that the organization they work for is guided by integrity and authentic values. This emotional connection is what protects social enterprises from the phenomenon of quiet quitting, as workers do not feel they are “giving away” their time to an abstract entity, but rather contributing to a common cause.
The Future of the Social Economy: Outlook for 2026-2030
Looking ahead, the social and solidarity economy is set to emerge from its perceived peripherality to become the beating heart of the European social market economy. The United Nations has declared 2025 the “International Year of Cooperatives,” highlighting the vital role these organizations play in achieving the Sustainable Development Goals (SDGs). Despite some institutional uncertainties at the European level, the resilience demonstrated by the SSE sector suggests that it will continue to grow, offering a vision of “shared prosperity” that traditional corporate companies struggle to emulate.
The mid-term review of the European Union’s Social Economy Action Plan (2021-2030) will be a decisive moment to reaffirm that the social economy is not just a corrective to the fragility of the state or the market, but a central pillar of Europe’s competitiveness and territorial cohesion. For Generation Z, this means that choosing to work in a social enterprise will no longer be a ‘fallback’ or purely ideological choice, but a forward-looking professional decision in a labor market that increasingly rewards impact and authenticity.
Towards a new humanization of work
In conclusion, the convergence between the aspirations of Generation Z and the opportunities offered by the Social and Solidarity Economy represents one of the most positive transformations of our time. The phenomenon of quiet quitting in corporate companies is symptomatic of a model that has exhausted its capacity to generate meaning and belonging. On the contrary, the rise of social enterprises signals the emergence of a new workforce that sees solidarity and creative work as a means of building a more equitable and sustainable future.
Organizations, whether for-profit or non-profit, that embrace this humanistic revolution—putting worker well-being, ethical mission, and transparency at the center of their strategy—will not only survive the recruiting crisis but will become the protagonists of the economy of the future. The future of work is supportive, creative, and deeply human, and Generation Z is already at the forefront of building it.
https://councils.forbes.com/blog/quiet-quitting-in-2025
https://cake.com/blog/gen-z-workforce-statistics/
https://www.talentneuron.com/blog/how-generation-z-is-reshaping-the-future-workforce
https://socialenterpriseexchange.ie/young-social-entrepreneur-of-the-year-2025/
