As the Polish labor market undergoes rapid changes, one constant remains: employees are increasingly seeking job stability. This desire is especially evident among Generation Z, for whom stability ranks among the top three priorities when choosing an employer. However, as experts from the Lewiatan Confederation emphasize, this is no longer just about the form or duration of employment. Today, employee well-being is at the heart of the discussion.
“It’s about workplace culture and implementing solutions that make employees feel this is the right place for them,” explains Robert Lisicki, Director of the Labor Department at Lewiatan, in an interview with Newseria. “Whether it’s a fixed-term, permanent, or even a civil law contract, the specific type of employment matters less than the employee’s sense of belonging and comfort in the workplace. It’s about development opportunities, collaboration with supervisors and colleagues, and feeling that even when demand for the company’s services falls, the team remains intact.”
Generation Z Redefines Expectations
This shift in priorities is clearly visible in studies focusing on Generation Z – those born between 1995 and 2010. Research conducted by a team led by Prof. Jacek Męcina from the University of Warsaw, in cooperation with the Lewiatan Confederation and SW Research, found that 82% of young respondents value open communication with their superiors. Almost 80% also prioritized work-life balance and job security. When asked what matters most in a job, they pointed to “doing something I enjoy,” “a supportive team,” and “the employer’s attitude toward employees.” For this generation, personal development and family life often outweigh the job itself.
Diverse Employment Models for a Diverse Market
Although traditional employment contracts remain the most common form of cooperation, the labor market is more diverse than ever. “Given the discussions held during this year’s spring edition of EFNI, we must acknowledge the wide range of employment environments – from production and transport to office work and services,” says Lisicki. “That creates room for other forms of employment, such as civil law contracts or cooperation with self-employed professionals.”
Lisicki stresses that companies must recognize generational differences in workplace expectations and adjust their internal work models accordingly.
Flexicurity and the Need for Continuous Learning
The concept of job stability is evolving into something broader: flexicurity – a model in which employees feel confident they can easily find new employment or business partners after ending a current job. This makes continuous skill development essential.
“We’re moving away from the model where someone enters the labor market with a narrow specialization and sticks to it for life,” says Lisicki. “The market will be so dynamic that we’ll need to adapt frequently, including changing or updating our skills. The job you have now may be very different five years from now – or replaced entirely. Companies must support employees in this process.”
Unfortunately, Lisicki notes that many workers in Poland are still reluctant to engage in reskilling or upskilling initiatives. Overcoming this reluctance is one of the main challenges currently facing the labor market.
Technology and Demographics: Twin Challenges
The rapid development of technologies like artificial intelligence is already reshaping the employment landscape. While automation in Poland remains relatively low, its expansion will require not only technical implementation but also psychological adaptation from employees accustomed to traditional workflows.
At the same time, Poland faces another structural challenge: demographics.
“The demographic challenge is real – fewer young people are entering the labor market, while more are exiting it,” Lisicki points out. “We need to increase workforce participation among specific groups, especially people with disabilities – only 30% of them are currently employed – as well as individuals nearing or past retirement age, who are significantly less active professionally.”
Employers must rethink their recruitment and retention strategies, as finding young talent will only become more difficult in the coming years.
Population Decline and Workforce Participation
According to projections from Poland’s Central Statistical Office (GUS), the population is expected to shrink from nearly 37.5 million in 2024 to just under 31 million by 2060. While the share of people aged 15–89 may not change significantly, it’s important to note that only about 60% of this group is economically active. That figure includes both the employed and the unemployed who are actively seeking work.
Meanwhile, employers are already struggling to find candidates with the right qualifications. This talent shortage will likely intensify unless both the public and private sectors work together to promote inclusive hiring practices, lifelong learning, and flexible employment models suited to the realities of a changing world.
