We have reached a point in history when the “company” worker has become … a quaint concept, let’s say. By “company” worker, I mean the lifelong employee devoted to an organization that, in turn, repays devotion with reliable employment and retirement opportunities. Jobs are contingent and constantly changing—even more so in the wake of unanticipated global events like the COVID-19 pandemic. As we’ve seen at tech companies like Meta and Amazon, organizations too frequently overcompensate for these unexpected shifts with reckless hiring sprees followed by mass layoffs. Younger workers entering the labor pool for the first time are learning that you can never get too comfortable in your position at work.

If you are in your mid-twenties, at the forefront of Gen Z, you face these challenges in the work world without knowing anything different. There are opportunities to leverage the change environment, but at its core, a lack of job security is profoundly unsettling. And it’s particularly daunting to a worker without decades of experience gilding their hireability.

Worldwide, Gen Z suffers from nearly two times the unemployment rate of older generations, according to the World Economic Forum, even though they will make up more than a quarter of the world’s workforce by 2025. They are particularly overrepresented in service industries, which are notoriously unreliable in the best of times, but even more so during the recent pandemic. Underemployment leads to less experience, which leads to greater struggles finding work later in life, as well as lower income levels.

These economic problems are often out of the direct control of individuals and organizations alike, but this does not excuse us from being more actively compassionate as employers. Compassion is not just a feeling—it requires action, particularly when change is in the air at an organization. As a consequence, I believe individual workers should be entitled to at least three things from their employers: receptivity, transparency, and guidance.

Receptivity is not just passive listening, although hearing and understanding are fundamental. Leaders also need to reach out to and meaningfully connect with individual workers. The intent is not merely to “feel their pain” when work is difficult, but to field and act on concerns workers have. Interacting compassionately with individuals throughout the hierarchy provides insight that can benefit the company as a whole. I find that one worker’s complaint is rarely a singular event; it usually points to a more systemic problem. What’s more, demonstrating genuine kindness through active receptivity signals to workers that they have a part to play in the mission of the organization.

Transparency requires leaders to constantly name their actions and intentions, particularly during times of change. Surprises are unwelcome during uncertain times, and the more a leader can get ahead of those surprises through early and frequent communication, the less disrespected the workforce will feel. Even in the worst-case scenario of layoffs, explaining the reasons behind significant actions taken by leadership will empower affected workers to make better choices.

Guidance includes mentorship, paths to promotion, effective training and education, and assistance when changes are required. Workers are more likely to feel like valuable assets when they have growth opportunities that align with their personal goals. From the moment they are hired to the moment they depart the organization, employees should always have substantive offers of guidance and feedback from leaders that can connect them to those opportunities, both inside and outside of the organization. LinkedIn’s 2019 Workforce Learning Report backs this up, indicating that 94 percent of employees would be more inclined to remain at an organization if it invested in their education and training.

Every constructive, genuinely kind interaction with an individual worker positively affects the larger workforce, building confidence in leadership and alleviating the anxieties produced by a change economy. In recent years, organizations have bemoaned the Great Resignation that exploded during the pandemic, the general lack of engagement among younger workers, “quiet quitting,” and other phenomena that indicate a workforce without a vested interest in the work they do. Using a multitiered approach like the one I have described can go a long way toward restoring a sense of belonging and purpose among employees, which, in turn, can aid retention and help counteract the challenges of our dizzying economic pace.