Page 10 - BusinessWest March 2, 2026

EDITORIAL >>
The Appeal of Careers in the Trades
It’s a refrain we hear all the time: the construction trades
are facing a shortage of workers as retirements continue to
outpace young talent entering the pipeline. Sure, jobs in car-
pentry, roofing, electrical, plumbing, HVAC, and more are hard
work, but they also pay well and are (probably) resistant to the
AI trend that many folks in the white-collar world worry could
threaten their jobs.
As Sam Pomeroy, an HVAC professional and president of
Climates by Pomeroy, told us in this issue, “robots won’t be
doing our job anytime soon.”
But at the same time, what do surveys tell us Generation Z
values in the workplace? Purpose-driven work. Communica-
tion. Opportunities for advancement. The idea that employers
have their goals at heart.
And that’s where a few of the business leaders we spoke
with for this month’s home improvement focus are doing
things the right way.
Pomeroy has been working in his field for almost 40 years,
and said he still feels like a “hero” when he can return heat to
a family’s home or restore power to a business storing perish-
able food. That’s purpose.
Tim Drost, CEO of Window World of Western Massachu-
setts, talks about the robust array of apprenticeship programs
his company has developed, ensuring that young people can
get a foot in the door. That’s opportunity.
Both Drost and Scott Cernak, president of Western Mass
Heating, Cooling & Plumbing, talk about their investments in
continuing education and training, helping employees, even
long-time ones, advance their careers. That’s understanding —
and advancing — career goals.
The fact is, during a time of economic uncertainty, with the
long-term impact of AI and automation on many jobs still very
much up in the air, there is a real appeal to be made to young
people that careers in the trades can be satisfying, well-paying,
purposeful, and — importantly — stable. And demand for their
talent is only rising.
“It’s a rewarding career,” Pomeroy told us. And companies
in the trades that aren’t making an effort to apprentice, train,
and mentor potential workers are missing out on an opportuni-
ty to create another form of stability: in their own workforce. BW
OPINION >>
Gen Z at Work: the AI Paradox
BY SAMANTHA BORSARI
Generation Z is often coined the generation of ‘digital
natives’ — quick to adapt, drawn to smart devices, and
thriving in a world of new technology. In many ways,
this reputation holds true. Today, Gen Z is leading the way in AI
workplace adoption, with 47% reporting they use it weekly to
assist with their workload.
However, a strange paradox is beginning to emerge.
Beneath the surface of this technological fluency lies a qui-
eter truth — a growing sense of unease and uncertainty. While
Gen Z is known to be one of the most adaptable generations,
many are sharing feelings of discomfort and even anxiety at the
speed and scale at which technology (specifically AI) is evolv-
ing, especially in the workplace. In a recent Forbes report, a
survey of nearly 3,500 Gen Z workers showed that 41% report-
ed feeling anxious about emerging technologies like AI. This
reveals that, while Gen Z is highly engaged with AI, they are
equally concerned about its impact.
Why is this happening? There are several factors that could
be driving this apprehension.
• Assumed Expertise. It’s often assumed that Gen Z
employees will instinctively know how to use new technology.
However, quick adaptability does not equal instant mastery.
This assumption often builds unspoken pressure and over-
looks the reality that Gen Z-ers, much like any other genera-
tion, also require training and time to build confidence with a
new tool like AI.
• Critical Thinking Concerns. As early career profession-
als, many in Gen Z are concerned that an overreliance on AI
could interfere with their core developmental skills like critical
thinking, problem solving, and professional judgment. They’re
asking themselves, ‘will AI support or harm my professional
growth in the long run?’
• Job Security Anxiety. Gen Z currently makes up a large
percentage of entry-level roles, which has instilled a new fear
that AI is coming for their position next. If AI replaces all ‘start-
er’ jobs, how will Gen Z be expected to find opportunities to
establish themselves and their career?
• Technology Fatigue. Seventy percent of Gen Z workers
have reported feeling overwhelmed by the amount of new tech-
nology that is rotating through their organization. The pace of
change is taking a toll, especially when there is no clear strat-
egy or training from upper management.
This goes to show that high adoption does not mean high
confidence. More importantly, it shows that comfort with tech-
nology does not mean immediate mastery or even high senti-
ment with the product itself.
There is no clear-cut solution to resolve all of these con-
cerns. Let’s face it: every generation is dealing with their own
conflicting thoughts on AI and the future of technology. It
seems to be a love-hate relationship. That said, there are sev-
eral ways employers can help mitigate the apprehension and
negative sentiment Gen Z is experiencing toward AI.
Organizations should avoid assuming that being a ‘Gen Z
digital native’ means they can figure it out on their own when it
comes to new technology. Instead, organizations should be pre-
pared to offer support and structured training to all employees,
regardless of their age and presumed tech fluency.
To address concerns around AI’s impact on core develop-
mental skills, organizations can work to strategically design
workflows where AI supports work functions without replacing
key decision-making processes. Managers and supervisors can
also reinforce learning by engaging in more frequent coach-
ing sessions, asking Gen Z employees to walk through certain
problems or explain how they arrived at a conclusion.
At the same time, employers can ease Gen Z anxiety
around job security by building greater transparency around
the role AI will play within their organization’s long-term plans
and talent strategy. Lastly, to limit technology fatigue, organiza-
tions should conduct regular evaluations of their technology
stack to ensure all employees receive proper training on exist-
ing platforms and to reduce overlapping tools.
Taken together, these approaches can help turn AI from a
source of anxiety and discomfort into a tool designed for posi-
tive growth. Gen Z has the skills needed to adapt quickly to
new and emerging technologies; they simply need the support
to feel more confident in using it. BW
Samantha Borsari is a member experience specialist at
the Employers Assoc. of the NorthEast. This article first
appeared on the EANE blog; eane.org
10 << OPINION >>
MARCH 2, 2026
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