Learning, Flexibility, and Purpose: Why Gen Z Workers Prioritize Growth Over Tenure

When I was chatting with one of my Generation Z employees about her career goals, I asked her what she considered “long-term” employment at a company. In a calm, matter-of-fact voice, she replied, “One year.” Yes, one year is long-term now. 

Long gone are the days of long tenure. Our parents’ and grandparents’ generations took pride in being associated with a single company for their whole career, demonstrating their fierce loyalty and commitment. Then Generation X stepped in, spending 10 to 15 years in the corporate grind before switching seats. Millennials then took the stage, this time with the idea of three to five years of initial work before switching it up and continuing to move around every five years or so. The long term has slowly become short.
 

Rewriting the Timeline

Now Gen Zers—the demographic cohort born between 1997 and 2012 and often referred to as Zoomers—have once again changed the outlook on long tenure. Their parents have sought to give this generation what they themselves often missed out on—the ability to follow their passions.

You can see this freedom in the carefree nature of many Gen Z workers. Taking a year off to consider options and realign doesn’t bring the burden of stress and duty that may have weighed on their parents’ shoulders. The “long run” has transformed from a proud sign of commitment to a red flag signaling a lack of creativity or even laziness.

So my employee’s response shouldn’t really be a surprise. Why would you stay in the same job for more than a couple of years when you can be learning and growing in a new position?

Mountains of programs, research, and trials have addressed how to retain Gen Z employees. But those largely reflect a world that doesn’t exist anymore. Forbes reports that job hopping is here to stay: The future of work is not centered on the pride derived from long tenure, but on the tangible value each experience can provide.

For leaders, working to make Gen Z conform to the old standard is a waste of resources. Instead, leaders must adapt to fit the work style of the generation that is already stepping up to transform the workplace.
 

A Need for Speed and Constant Learning

Contrary to what fear-mongering social media posts and articles will tell you, this new generation is not lazy. Anyone who has worked with Gen Zers can tell you they are incredibly values-driven, quick to learn, and eager to grow.

They grew up in an age where speed is everything. Social media provides instant gratification, endless information is available at a click, and progress happens in the blink of an eye. They are used to quick results and recognition. It’s no surprise they expect the same in their work life.

They don’t want to remain in the same position if they don’t see it going anywhere. They also don’t want to do tasks that are repetitive with no new scenery. Having grown up in a world of constant stimulation, they don’t want to get bored. Instead of looking for long-term commitments, they see their career as a series of “career acts.” Longing for growth, they desire to be in a constant state of learning and accomplishment. Along with this comes a need for recognition and upward mobility.

And they don’t have a problem leaving if they aren’t getting that.

What works? Continuous feedback, regular check-ins on career progression, tech platforms with interesting ways of learning them, and cool projects with a good depth of learning.

The career progression discussions we have with our employees every six months—and at the end of projects and annually—has established this visibility and growth pattern very well. We see it work wonders in shaping up the employee’s future within the organization, retaining their interest, and improving performance year over year.
 

Forget About Bridging the Gap

As Gen Z joins (and takes over) the workforce, there are countless discussions circulating about how to bridge the gap. How can we show them the way things work while intelligently communicating with them and understanding their needs? But sometimes, meeting in the middle is not the solution. Bringing them to your side to understand the work of yesteryear is moving backwards. Instead, move to their side—the working world is almost theirs anyway.

Luckily, we already do this every day. We speak to kids about the Avengers and talk to our in-laws about their gardens. Step into their world with empathy. The gap becomes forgotten when leaders take the initiative and go to them.

Create a world of experiential learning, micro-successes, variety in tasks, and flexibility in working style. Focus on value instead of long-term retention: It’s not the number of years that matters, but what we can accomplish in our time with them.
 

The 4 Best Ways to Invest in Gen Z

So what should our priorities be when investing in these employees?

1. Value the culture.

Are you surprised that they care? They do. This is not the culture of the old days, but a culture that doesn’t conform, leaves space for creativity, is less hierarchical, and is friendly and flexible. Invest in coaching leaders to be mentors with a nurturing mindset. Invest in platforms and benefits that trigger innovative thinking. Gen Zers’ desire to learn can also be filled by upskilling initiatives, simultaneously fighting off boredom and equipping younger employees with valuable skills.

2. Highlight causes and purposes to stand for.

Gen Z employees love to be associated with companies that have a strong stand on social issues, invest in social causes that matter, and contribute to the community they belong to, even prioritizing this over profit. Money isn’t always at the top of the list for Gen Zers, and they value companies that feel the same.

3. Focus on flexibility.

Another thing that often sits above money is flexibility. Gen Z, reasonably, puts a higher focus on results rather than hours. The couch, a cafe table, a friend’s kitchen, or a train have all become legitimate places to work. Hybrid work doesn’t impact performance, and it can improve retention. Give them space, give them options. Yes, it’s a risk, but what isn’t?

4. Level up on well-being.

A healthier work/life balance promotes the “a time for everything and everything in its time” mindset. Unlike previous generations, Gen Z isn’t buying into the “Help your loyal company with overtime and weekend work!” scheme. Gym discounts, yoga and mindfulness sessions, and fair parental leave speak volumes. Rather than motivate, inspire younger employees in their 40-hour workweek (yes, keep it to 40 hours!), and results will follow.
 

Moving with the Tide

It really comes down to this: Gen Zers want to be on the move, and they get bored easily. They change jobs at a faster rate than ever. Instead of trying to fight this trend, leaders should focus on how to get the most out of these employees while they can. Understanding what motivates Gen Z, such as flexibility and upskilling, can help keep these workers growing.

They’re the future of the workplace, and eventually, they’ll have it their way. Leaders can get ahead of the curve by jumping on their side of the generational gap and empowering them in a new type of work environment. Some will stay and some will go, and that’s OK.
 

Sangeetha Gururaj is senior vice president of people and talent at Qualitest India. She has more than 25 years of senior HR experience and has led HR transformation projects at global companies across three industry sectors.