What does young talent really look for in a company?

Salary matters, but it does not solve everything

The debate about what young talent looks for in a job often revolves around concepts such as purpose, flexibility and wellbeing. However, the data paints a more complex picture.

According to La Veu del Talent Jove 2026, a CETT study based on 137 responses from students and recent graduates, 40% would accept a very well-paid job even if they found little meaning in it, provided it was temporary, while another 39% say it would depend on the circumstances. Only 15% would clearly turn it down.

Salary, therefore, remains an important factor. The difference becomes apparent when we look at retention.

A total of 81% say they would leave a company despite good working conditions if the environment were toxic. Another 50% would leave if they did not feel valued, while 39% point to poor leadership.

For companies, the implication is clear: good working conditions can help attract talent, but they are not enough to retain it.

55% have felt invisible. What is going wrong?

More than half of respondents, 55%, say they have felt invisible at some point while working or completing an internship.

The study itself, however, provides clues as to what can change this perception. Some 52% consider having their opinions taken into account important, 49% want to feel that their work matters, and 48% highlight recognition.

This brings talent retention down to very everyday actions: giving feedback, listening to ideas, explaining the impact of each person’s work and recognising their contributions. It is not simply about offering major corporate benefits, but about paying attention to the experience people have within the organisation.

They are not only looking for promotion, they want to know they can progress

Learning and growth are the most frequently cited factors when respondents are asked what gives meaning to a job, selected by 68%. In addition, 50% believe that having genuine opportunities for professional growth would increase their commitment to a company.

There is an important difference between promising professional development and making it visible. Knowing which skills need to be developed, which responsibilities can be taken on and which career paths exist within the organisation can turn an abstract expectation of growth into a tangible professional pathway.

What if they still do not know what their purpose is?

Paradoxically, despite the importance placed on professional purpose, only 15% of respondents say they have a very clear sense of it. A further 45% say it is fairly clear, while 39% acknowledge that they have little or no clarity about it.

This creates a different opportunity for companies. Rather than expecting young professionals to arrive with a completely defined career plan, organisations can help them build one.

Mentoring, feedback, training, exposure to different responsibilities and conversations about professional development can all play a role in this process.

Attraction is only the beginning

The findings of La Veu del Talent Jove 2026 show that there is no single answer to what a new generation of professionals is looking for.

Salary matters. Stability matters too. But whether someone chooses to remain within an organisation depends on other factors: opportunities to grow, understanding the value of their work, having a voice, and ensuring that leadership and the working environment do not undermine otherwise good employment conditions.

For companies in tourism, hospitality, gastronomy, marketing and events, the challenge is no longer simply how to attract talent, but what happens after that talent walks through the door.