What young workers want from their first job

A first job is a strange mix of feelings. Excitement: "Finally, my own money!" Fear: "What if I make a mistake?" Confusion: "Who do I ask where the printer is?" And, often, surprise: "Nobody told me the salary would be paid late."

For millions of young Africans, the first job is also hard to find. Africa has the youngest population on Earth, and every year millions of young people finish school or university looking for work. Many end up in informal jobs, internships that don't pay, or long searches.

So when young people do get a first job, it matters enormously — for them and for the employer.

What do young workers really want from their first job — and what can employers do to attract, keep and grow young talent?

The youth jobs challenge in numbers

• The African Development Bank has estimated that 10–12 million young Africans enter the workforce each year, while only around 3 million formal jobs are created annually.
• The ILO reports that about one in five young people worldwide is not in employment, education or training (NEET) — with higher rates for young women.
• Most young workers in Sub-Saharan Africa work in the informal economy.

10–12 million young Africans enter the workforce every year, but only about 3 million formal jobs are created annually. (African Development Bank, Jobs for Youth in Africa strategy)

This gap means first jobs are precious. It also means employers who treat young workers well will stand out — and attract the best.

What young workers say they want

Surveys of young people in many countries — including Deloitte's annual Gen Z and Millennial Survey and research by organisations like the Mastercard Foundation on young Africans — point to similar priorities:

The number one concern is simple: be paid fairly and on time. Many young workers support parents, siblings or pay for further studies. A salary paid three weeks late isn't just an inconvenience — it can mean missed rent.

• Fair and on-time pay

Young workers want to learn skills they can use for the rest of their careers. A job that teaches nothing feels like a dead end.

• Learning and growth

Young people want to be treated as adults, not errand runners. They want their ideas heard — even if not always accepted.

• Respect

What exactly is my job? What does success look like? Who's my manager? Confusion creates stress.

• Clear expectations

"Where can I be in two years if I do well?" Young workers want to see a future.

• A path forward

Many young people value some flexibility — especially those studying, caring for family or dealing with long commutes.

• Flexibility and balance

Many want their work to matter — to their community, their country or the world.

• Purpose

Joke break: A young worker was asked in an interview, "Where do you see yourself in five years?" She replied, "Honestly? Hopefully not answering this question in another interview." She got the job. The manager liked honesty.

What employers often get wrong

Employers sometimes complain that young workers are "lazy," "impatient" or "always on their phones." Some complaints may be fair. But often, the problems start with the employer:

• Unpaid or underpaid "internships" that are really full-time jobs.
• No onboarding: "Here's your desk, good luck."
• No feedback until something goes wrong.
• Using young workers only for boring tasks.
• Unclear promotion criteria.
• Disrespectful treatment ("You're just a child, what do you know?").

These habits lead to high turnover. Young workers leave — taking the training the employer invested with them.

"Train people well enough so they can leave, treat them well enough so they don't want to." — Richard Branson

What a great first job looks like

Here's what the best first jobs offer:

A proper welcome (onboarding)

• A clear job description.
• An introduction to the team.
• A buddy or mentor for the first months.
• Basic training on tools and processes.

Regular feedback

• Short weekly or monthly check-ins.
• Praise for good work, specific and honest.
• Correction in private, with suggestions.

Real responsibility

• Meaningful tasks, not only photocopying.
• A small project they can own.

Learning opportunities

• Training sessions, online courses, shadowing senior staff.
• Chances to attend meetings and events.

Fair treatment

• Written contract.
• Pay on time.
• Social security registration where required.
• Safe, respectful workplace.

Advice for young people starting their first job

Young workers also have responsibilities. Here's how to make the most of a first job:

• Show up — on time. Reliability is the foundation of trust. Traffic in Cotonou is real, but so is leaving earlier.
• Ask questions. Nobody expects you to know everything. Asking shows engagement.
• Take notes. Write down instructions, names and processes.
• Do small things well. Excellence in small tasks leads to bigger ones.
• Ask for feedback. "How did I do? What could I improve?"
• Learn beyond your job. Watch how the business works — sales, finance, clients.
• Build relationships. Colleagues become your professional network.
• Keep a record. Write down your achievements for future CVs and interviews.
• Protect your reputation. Be honest, especially when you make mistakes.
• Plan your next step. Think about what skills you want to build.

For finding guidance, read Why local mentors can change a young person's future.

The informal first job

Many young Africans' first job is informal: helping in a family shop, working in a workshop, selling in a market, driving a zémidjan, doing freelance design. These jobs matter and teach real skills — customer service, money handling, negotiation, resilience.

If your first job is informal:

• Treat it seriously. The skills count.
• Keep evidence: photos of work, client testimonials, references.
• Learn the business side. Many successful entrepreneurs started exactly this way. See How young Africans learn from older makers.

The internship question

Internships (stages) can be excellent first steps — or exploitation. A good internship:

• Has a clear learning plan and supervisor.
• Has a fixed duration.
• Provides at least a transport or living allowance.
• Includes real tasks and feedback.
• Ends with a reference or certificate.

An internship that lasts a year, requires full-time work, pays nothing and teaches nothing is not an internship. It's unpaid labour.

Why employers should care

Young workers bring real advantages:

• Digital skills: social media, new tools, online research.
• Fresh ideas: they see problems with new eyes.
• Energy and adaptability.
• Connection to young customers.

Businesses that invest in young workers build future leaders. And in a continent where the median age is under 20, understanding young people is simply good business.

A simple 30-60-90 day plan for a first job

Employers can use this, and young workers can suggest it:

• First 30 days: Learn. Meet the team, understand the tools, shadow colleagues, complete basic training.
• Days 31–60: Contribute. Take on regular tasks independently; get feedback every two weeks.
• Days 61–90: Own. Lead one small project; review progress with the manager and set goals for the next six months.

This simple structure gives the young worker clarity and the employer a way to measure progress fairly.

The conversation about money

Many young workers are too shy to discuss salary. Many employers take advantage of that. Some tips for young people:

• Research typical pay for the role (ask people in the field, check job posts).
• Know your minimum before the interview.
• Ask politely: "Could you tell me the salary range for this position?"
• Ask about the full package: transport allowance, training, social security, bonuses.
• Get the offer in writing.

And for employers: be transparent. Clear pay information attracts serious candidates and builds trust from day one. Young workers talk to each other — and your reputation as an employer spreads quickly.

Signs a first job is good for you

After a few months, ask yourself:

• Am I learning new skills every month?
• Do I get feedback that helps me improve?
• Am I paid correctly and on time?
• Do I feel respected?
• Can I see a next step here — or clearly after this job?

If most answers are yes, it's a good first job even if it's not perfect. If most answers are no, start planning your next move — while doing your current job well, so you leave with a good reference.

A first job is a first impression — for both sides

A first job teaches young people what work is like. If the experience is fair, respectful and full of learning, they'll bring that attitude to every future job — and maybe one day, as employers, pass it on.

If you're an employer, ask yourself: what will my young employees say about their first job in 10 years? If you're a young worker, ask: what do I want to learn here before I move on?

Keep reading: The skills students learn when they teach each other, What to ask before starting a business in Benin, Why rest matters for people building busy lives, and our Business & Work section.

Questions

What do young people want from their first job?

Fair and on-time pay, learning opportunities, respect, clear expectations, a path forward, some flexibility and a sense of purpose.

How can employers keep young workers?

Offer proper onboarding, regular feedback, real responsibility, training, fair contracts and clear growth paths.

How can I succeed in my first job?

Be reliable, ask questions, take notes, do small tasks well, ask for feedback and build relationships.