thegenzworkplaceblueprint

futurefocused,fastmoving.

partnerfortalent.

contents.

3

executivesummary.

6

11

16

20

arealitycheck:self-doubtandashiftingjobmarket.

acomplexrelationshipwithtechnologyandAI.

whatdrivesgenz:long-termcareerplans,shortstints.

conclusion&recommendations:harnessingtheambitionofgenz.

3

thegenzworkplaceblueprint:futurefocused,fastmoving.

executivesummary

ashiftingjobmarkettechnologyandAIwhatdrivesgenzconclusion

executivesummary.

GenZisambitiousandcapable—butstrugglingtofindafoothold.

Theyentertheworldofworkatatimeofdisruption:despite

risingtalentscarcity,ourresearchshowsthereisasteadydeclineinentry-levelrolesacrosssectors.Youngworkersfacehigher

competition,technologicalchangeanduncertaingrowthpaths.

ArtificialIntelligence(AI)isexacerbating

thissituationfurtherbyautomatingmany

taskstraditionallyperformedbyjuniortalent.

Withentry-leveljobpostingsfallingby29

percentagepointssinceJanuary2024,GenZisincreasinglyconcernedabouttheimpactofAIonthefutureoftheircareers.However,theyarealsoexcitedbytheopportunityitpresents.

Thecomplexworkenvironmenttheyare

enteringfostersacoreparadox.Drawingonasurveyof11,250talentandananalysisofover126millionjobpostingsglobally,our

researchindicatesagenerationthatisbothdeterminedanddisoriented.

long-termgoals,shorttenures

Youngpeopleseekmeaningfulcareersand

focusstronglyontheirlong-termcareer

goals,butlackconfidenceinnavigatinganewworldofwork.Manyfeelunder-preparedandunsupported,leadingthemtocompromiseontheirdreamjobs.

Inthewakeofthis,tenureisshrinking:today’syoungworkersarechangingjobsfasterthan

anypreviousgeneration.Whileemployersmayperceivethisasalackofloyalty,ourfindings

suggestit’sareactiontounmetexpectationsandakeendesireforprogression.

entry-leveljobpostingshavefallen29percentagepointssinceJanuary2024

averagetenureduringfirst5yearsofcareer

babyb

mil

years

●0-2years’experience●6-9years’experience

●3-5years’experience●10+years’experience

*Datashownas%ofbaselinejobpostingsbyexperience

level,whereJanuary2024=100%.Basedonanalysisofover

126millionjobpostingsglobally.

4

thegenzworkplaceblueprint:futurefocused,fastmoving.

ashiftingjobmarket

executivesummary

Thiscreatesadistinctivemindset:GenZisconfidentandenthusiasticaboutlearningtheropes,butquicktomoveonwhen

growthstalls.

Theyarenaturallyattractedtohigh-growth

sectorssuchasIT,healthcareandfinancial

services,seekingtoaligntheirownambitionswiththefast-pacedexpansionofthese

industries.

agenerationreshapedbyAI

GenZissteppingintotheworkforcejustas

AIistransformingtheearlycareerlandscape.Entry-levelrolesarechangingquickly,with

youngerworkersexpectedtoarrivealreadyfluentinthetoolsshapingwork.

Atthesametime,GenZtalentisreshaping

howworkfitsintolife.Manyarepursuingsidehustles,beitdrivenbypurpose,flexibilityorfinancialneeds.

DespiteconcernsaboutAI’simpacton

equityandlong-termcareerstability,theyarealsooptimisticaboutthetechnology’sroleinimprovingproductivity.

Asemployersnavigatethistalent-scarce

world,it’sincreasinglyclear:GenZisnotachallengetomanageoraproblemtosolve.

InaworkforcebeingreshapedbyAIand

ambition,theyofferanewblueprintforwhatworkcanbecome.

Foremployers,thetakeawayisclear:GenZiseagertogrowandadaptbutneedssupportthat’saccessible,inclusive,andalignedwiththeirambitions.

technologyandAIwhatdrivesgenzconclusion

optimismandconcern

WhileGenZstronglybelieveintheirabilities—withthevastmajority(79%)reportingtheycanlearnnewskillsquickly—almosthalfsaytheyhavebeenrejectedforrolesduetoalackofskills.

Furthermore,41%don’tfeeltheycanachievetheirdreamroleduetotheireducationor

lackthereof,and40%saythattheirpersonalbackground—theirdemographicsorfamilycircumstances,forexample—preventsthemfromgoingaftertheiridealcareer.

WhileGenZclearlyvaluescareergrowthandadvancement,manyyoungprofessionalsdon’tyetseethatthisambitionreliesonongoing

skillsdevelopment.Only12%listitamongtheirtoppriorities,highlightinganopportunityfor

employerstoclarifythelinkbetweenupskillingandlong-termsuccess.

GenZisenthusiasticaboutAI'spotential,with58%excitedaboutAIintheworkplace.55%

alreadyuseitforproblem-solvingatwork—

thehighestacrossallgenerations.However,thisenthusiasmmasksagrowingequitygapinAItraining,withagenderdisparity:58%ofmenusethetechnologyforproblem-solvingatworkcomparedto52%ofwomen.Thisis

furthercompoundedbyrisingconcernover

AI'slong-termimpactonjobs,with46%nowworried,upfrom40%asreportedinour2024

AI&EquityReport.

5

%

ofGenZoftenoralwaysconsiderlong-term

careergoalswhen

evaluatinganewrole

%

ofGenZsaytheycanlearnnewskillsquickly

5

thegenzworkplaceblueprint:futurefocused,fastmoving.

executivesummary

ambitionanduncertainty

GenZtalententerstheworkforcewitha

focusonthefuture.Theyarethemostlikelygenerationtoconsidertheirlong-termcareergoalswhenlookingatanewrole.Andwhenlookingattalentwhochangedjobsinthe

lastyear,GenZarealsothemostlikelytocitealackofprogressionopportunitiesastheirmotivation.

Itislikelybecauseofthisfutureorientationthattheyarealsothemostmobilegeneration.Morethanhalfofrespondentsinthisdemographic

saytheyareactivelyjobhuntingandjusta

thirdareplanningtostayintheirrolefor12

months.GenZ’saveragetenurestandsatjust1.1yearsinthefirstfiveyearsoftheircareer

(comparedwith1.8forMillennials,2.8forGenXand2.9forBabyBoomersatthesamepoint).

Thisdesiretochangejobsisdrivenbya

perceivedlackofcareerprogressionanda

pragmaticneedforhigherpay,likelytokeep

pacewithinflation—somuchsothatmany

willevencompromiseonpersonalvaluesforarolethatoffersfinancialsecurity.ThisisfurtherillustratedbythefactthatGenZtalentare

theleastlikelytosaytheirjobalignswiththeirdreamrole(56%vs.63%BabyBoomers).

technologyandAIwhatdrivesgenzconclusion

Yet,evenwhilesearchingfornewrolesto

meetthatambition,68%stillstrivetoperformeffectivelyintheircurrentroles.Organizationswilldowelltonotethis—andworkwithitformutualbenefit,includingconversationsthat

cancultivateretention.

Despitethisapparentreadinesstomakea

careerchange,GenZtalentfeelastriking

senseofself-doubt,thedatashows.Overtwo-fifthsreportthattheylacktheconfidenceto

findanotherjob.

navigatingGenZparadoxes

Forbothemployersandyoungtalent,

navigatingtheseparadoxesisthekeyto

futuresuccess.Inthefaceofachallenging

market,attractingandretainingthisgenerationrequiresastrategicshift.

Investinginclearcareeropportunities

willbekeyforemployers—modernizing

learningstrategiesandcreatinganequitableculturethatbuildsconfidencewillprovide

organizationswithapipelineofproductive,innovativefutureleaders.

Talent,meanwhile,shouldseektostrategicallybuildandshowcasetheskillsthatallowthemtothriveinthisnewlandscape,creatinga

powerfulpartnershipformutualgrowth.

ashiftingjobmarket

“GenZhasenteredtheworkforceatatime

ofimmensechange.Whileconfidentabout

theirskillsandambitiousforthefuture,theyfacetechnologicaldisruptionandeconomicuncertainty.Inthefaceoftalentscarcity,

employersmusttakestepstobetterattract

andretainyoungtalent.Thismeansadoptingacollaborativeapproach,workingwiththis

generationtosetoutinspiringcareerpaths.”

Sandervan‘tNoordende,CEO,Randstad

6

thegenzworkplaceblueprint:futurefocused,fastmoving.

executivesummary

ashiftingjobmarket

technologyandAIwhatdrivesgenzconclusion

1.

arealitycheck

self-doubt

andashiftingjobmarket.

7

thegenzworkplaceblueprint:futurefocused,fastmoving.

三executivesummary

ashiftingjobmarket

technologyandAIwhatdrivesgenzconclusion

GenZtalentarelaser-focusedonadvancingtheircareerpath.Yet,inanenvironmentofdecliningentry-levelroles,theyarealsomorelikelytodoubttheirabilitiesandprospectsthanoldergenerations.Employersneedtobeawareandadapttotheseconcernstobetterattractandretaintalentofthisgeneration.

WithAIanddigitalautomationhandlingmanytraditionaljuniortasks,theverynatureofanentry-levelroleisbeingreconfigured.

Fortalent,thispresentsachancetoleveragetheirdigitalskillstosupportbusiness

productivityandboosttheircareerprospectswhenopportunitiesareprovided.For

employers,it'saclearsignaltorethinkhow

theyonboardanddeveloptheirfutureleaders.

Ananalysisofglobaljobpostingsreveals

thatvacanciesforentry-levelroles(0-2yearsexperience)havedroppedby29percentagepointssinceJanuary2024.

Conversely,demandfortalentwithaminimumofsixyears'experienceisimpactedfarless,

withsomesectorsevenshowingagrowingdemandinmoreseniorroles.Thistrendis

likelydriven,atleastinpart,bytheimpactofincreasingautomationthroughAIandotherdigitaltechnologies.

wherearethejobs?Hiringshiftsacrossexperiencelevelsandsectors

Changesinthenumberofjobpostingsfordifferentexperiencerequirementsandindustries,January2024-July2025.

experienceexperienceexperienceexperience

jobpostingsoveralltechfinancelogisticshealthcare

8

thegenzworkplaceblueprint:futurefocused,fastmoving.

ashiftingjobmarket

三executivesummary

entry-levelrolesdeclineinmostsectors

Notably,wealsofindthisdeclineinGenZ’s

twopreferredsectors,technologyandfinance.

Intechnology,juniorrolesweredownby35

percentagepoints,witha37percentagepointdifferenceindemandbetweenjuniorandseniortalent.

Themostcomplexanddemandingjobs,like

thosefocusedonMachineLearning,donotyetprovidemanyopportunitiesforjuniortalent.

Financesawa24percentagepointreduction

inentry-levelroles,witha30percentagepointjunior-seniorgap.Whenlookingatspecific

roles,thebiggestdifferenceoccurredbetweenthemostjuniorandthemostexperienced

underwriters(97percentagepoints).

Thelogisticssectorhasseensubstantialerosion,too,evenaffectingmoreexperiencedtalent.

Healthcare,meanwhile,bucksthetrendwith

entry-leveljobpostsrising13percentagepoints.

Thelatterisareflectionofhealthcaresettings’urgentneedtofillfrontlinejobsatalllevelsincareprofessionsandtechnicalroles(nurses,medicalassistants,radiologytechnicians),

whilegreaterseniorityispreferredwhenhiringphysicians.

Outsideofhealthcare,withfewerramp-uprolestobuildexperiencethanpreviousgenerationsenjoyed,employersneedtorethinkhowthey

identifyanddevelopfuturetalent.

GenZhasstrongdigitalinstincts,anopennesstoAI,andawillingnesstoprogress,soemployers

haveplentytodrawon.Successwilldependonmoreefficientonboarding,targetedskillingandimprovedpathwaysthatunlockearlyproductivitywhilesupportinglong-termgrowth.

Idon’thavetheconfidencetofindanotherjob

3

%

4

%

genz

millennials

technologyandAIwhatdrivesgenzconclusion

alackofconfidencepersists

Perhapsreflectingtheirexperienceofa

challengingjobmarket,thedatashowsthat

GenZtalentharborconcernswhenitcomes

topursuingnewopportunities,with41%sayingtheydon’thavetheconfidencetofindanotherjob—thelargestshareamongthegenerationssurveyed.However,theirconcernsgobeyondthefallinentry-leveljobpostings.

Aroundtwoinfivedon’tfeeltheycanachievetheirdreamroleduetotheireducationor

lackthereof—markedlymorethanothergenerations.

Similarly,40%saythattheirpersonalbackground—theirdemographicsorfamilycircumstances,

forexample—preventsthemfromgoingaftertheiridealcareer.ThisisnearlytwicetheshareofBabyBoomers(24%)whoexpressthesameregret.ThisconcernisalsomoreprevalentinmaleGenZtalent,with43%feelingthisway

(comparedto38%ofwomen).

Employersshouldnotethatthissenseofself-

doubtcoexistswithhighmobility,suggesting

thatlong-termcareerambitionoftenoutweighshesitation.Evenwhenconfidenceislow,GenZtalentmaystillpursuenewrolesiftheyfeeltheircurrentenvironmentlacksopportunity.

Confidencelevelsimprovewithageand

experience,butwithincreasingtalentscarcity,

organizationsmustseektocreateequitableworkenvironments,tailoredtrainingandclearcareerpathsthatinspireyoungtalent—andthatmakethemfeelconfidenttheycansucceed,regardlessofbackground.Doingsowillbekeytobuildingasustainabletalentpipeline.

3

%

29

%

genx

babyboomers

9

thegenzworkplaceblueprint:futurefocused,fastmoving.

ashiftingjobmarket

三executivesummary

compromisingmore,committingless

GenZ’sjobchoicesareoftenmarkedby

trade-offs.Nearlyhalf(44%)saytheircurrentroledoesn’talignwiththeirdreamcareer:

thehighestamongallgenerations.

Overathird(37%)alreadyregrettheirsectorchoice.Financialpressuresandlimitedentry-leveloptionsmaybeforcingthemtoacceptrolesthatdon’tfullyreflecttheirgoals.

Thiswillingnesstocompromiseshowsup

intheirvalues.ThreeinfiveGenZworkerssaythey’dtakeajobthatdoesn’talignwiththeirpersonalvaluesifthepayandbenefitswerestrong,significantlymorethanBaby

Boomers(49%).

Evenastheymakethesecompromises,GenZtalentcontinuestodeliver:68%saytheyworkefficiently.Butmotivationisanother

story,asonly64%feelfullyengagedand54%regularlybrowsefornewroles.

Thismixofambition,misalignmentand

short-termthinkingisreshapingwhatloyaltylookslike.GenZmaybeperformingon

paper,butmanyarealreadyplanningtheirexit.

Foremployers,thismeanstraditionalsigns

ofdisengagementmaynolongerapply—

andretainingtoptalentwillrequireclearer,fastercareerpathwaysalignedwithpersonalpurpose,notjustperformance.

technologyandAIwhatdrivesgenzconclusion

percentageofgenzindifferentmarketswhosaytheircurrentjobalignswiththeirdreamcareer

india

france

brazil

unitedkingdom

italy

unitedstates

canada

spain

australia

japan

poland

argentina

netherlands

belgium

germany

0%20%40%60%80%

thegenzworkplaceblueprint:futurefocused,fastmoving.10

三executivesummary

ashiftingjobmarket

technologyandAIwhatdrivesgenzconclusion

theriseofthe‘sidehustle’

Thelackofentry-levelrolesmayalsoexplainwhyGenZislesslikelytoworkinatraditionalsinglefull-timerolethantheglobalaverage

(45%vs.51%),andmarkedlylessthanGenX(61%)andMillennials(60%).Thistrendisreplicatedacrossallcountrieswesurveyed.

Yet,24%ofGenZrespondentsreportthata

full-timejobisstilltheirgoalwhenitcomestoemployment,buttheshareisdecidedlylowerthanamongtheoldergenerations.

AndamongthoseGenZtalentwhoare

employedfull-time,31%wouldprefer

combiningafull-timerolewitha‘sidehustle’—asecondjobsuchastutoring,hospitalitywork

orsellinggoodsonline—whileonly

22%saytheywantatraditionalfull-timerolegoingforward.

Thesechoicesmaybedrivenbyfinancial

pressuresorpersonalambitionsthatcannotberealizedintheircurrentjob.Foremployers,thisreinforcestheneedtocreatenew,clearerandmoreinterestingcareerpathsanddevelopmentopportunitiesthatalignwithGenZ’s

long-termmotivations.

Reconfiguringtalentstrategiesalongthoselineswillbefundamentaltodevelopinga

sustainabletalentpipelineforthefuture.

whichtypeofworkgenzcurrentlydovs.whichtypeofworkgenzprefer

oneful

onepar

temporaryCo

●currentrole●preferredrole

11

thegenzworkplaceblueprint:futurefocused,fastmoving.

technologyandAI

whatdrivesgenz

conclusion

executivesummary

ashiftingjobmarket

2.

acomplex

relationship

withtechnologyandAI.

12

thegenzworkplaceblueprint:futurefocused,fastmoving.

executivesummary

ashiftingjobmarket

technologyandAI

whatdrivesgenz

conclusion

DespiteGenZ’sfuture-orientedcareerplanningandconcerns

aboutjobopportunities,theirrelationshipwithtechnologyandAIiscomplex.Foragenerationthatcouldbe‘supercharged’withAIasitenterstheworkforce,excitementaboutthetechnologyismixedwithconcernsabouttheimpactitwillhave.

GenZtalentareavidusersandlearnersofAI.MorethanhalfalreadyuseAItoproblem-solveatwork(55%).Thisiswellabovetheglobal

averageandthehighestofallgenerations.Itisalsoasignificantjumpfromlastyear’sAI&Equityreport,whenonly48%ofGenZsaid

theywereusingAIintheirjob.

Theyarealsoparticularlyexcitedabout

itspotential(58%),onlyslightlylessthan

Millennials(60%),butaheadofGenX(52%)andBabyBoomers(46%).

ManyprofessionalsarenowleveragingAIintheirjobsearch,usingitfortaskslikewritingapplicationsandpreparingforinterviews.

GenZisattheforefrontofthistrend,withhalf(50%)usingAIinthisway.

White-collartalentismuchmorelikelytousethetechnologywhenlookingfornewroles,

with57%sayingtheyhavedonesocomparedto45%ofblue-andgray-collarworkers.

percentageofgenzusingAItoproblem-solveatwork

thegenzworkplaceblueprint:futurefocused,fastmoving.13

executivesummaryashiftingjobmarket

savvyAIusers

YoungerworkersarealsomorelikelytobetrainedinAIthantheglobalaverage(42%vs.37%),onaparwithMillennials.

AItoolswerealsoapopularformof

learningfor75%ofGenZrespondents,

alongsideon-the-jobtraining(87%),

learningfromcolleagues(83%),online

courses(80%)andvideoplatforms(76%).

Again,white-collarGenZtalentaremorelikelytousethetechnologytotrain,with82%doingsocomparedto70%ofblue-andgray-collarworkers.

GenZ’senthusiasmforAIand

technologyputstheminagoodpositiontomeetgrowingmarketneedsfortechanddataskills.OurresearchfindsahighprevalenceamongGenZofin-demandskillssuchasdataanalysis,AIandbig

dataandprogramming.

whatdrivesgenzconclusion

technologyandAI

IlearnthroughAItools

genz●millennials●genx●babyboomers

Ilearnthroughon-the-jobtraining

genzmillennials●genx●babyboomers

Ilearnthroughshort-formvideoplatforms

genz●millennials●genx●babyboomers

thegenzworkplaceblueprint:futurefocused,fastmoving.14

executivesummaryashiftingjobmarket

technologyandAI

whatdrivesgenz

conclusion

AIasanequityopportunity

GenZemergesasfast,adaptiveandtech-

fluent,expectinglearningtobeembeddedintotheflowofworkandpoweredbymoderntools.However,thistechfluencyisnotuniversal,withourresearchuncoveringdisparitiesbetween

gendersandacrossdifferentworktypes.

Thedatarevealsgapsalongtwokeylines.

Thefirstisadividebetweenworktypes:GenZwhite-collarofficetalentaredecidedlykeeneronAI(66%)thantheircolleaguesinblue-andgray-collarroles(52%).Thisismirroredbya

secondgapalonggenderlines,withmen(61%)showingmoreenthusiasmforthetechnologythanwomen(56%).

ThismaybelinkedtothedifferentexposurethesegroupshavetoAI.

GenZofficetalentaremorelikelytouseAIat

work(66%)thantheirpeersinoperationalroles(46%).Similarly,ausagegapexistsbetween

men(58%)andwomen(52%).

Thesamepatternholdstrueforformaltraining.OfficetalentaremuchmorelikelytohavebeentrainedinAI(50%)thantheirnon-officepeers(35%).Again,womenarelesslikelytoreport

havingreceivedAItraining(38%)thanmen(46%).

Closingthegapbetweenthishighlearning

confidenceandthereportedinequitableaccesstoAItrainingisacriticalchallenge.Future-

proofingtalent’sskillsetwillbevitalforboth

GenZtalentlookingtoprogresstheircareers

andemployersfacingaconstrictingtalentpool.Addressingtheskillsequitygapwillrequirea

renewedfocusonmoreinclusivedevelopmentstrategiesonthepartofemployers.

genzandAIacrossgenderandworktype

theprospectofAlininthelastyearsolveatwork

theworkplace

menwomenwhitecollarbluecollar

thegenzworkplaceblueprint:futurefocused,fastmoving.15

executivesummaryashiftingjobmarket

confidenceversuscareerpriorities

GenZreportshighconfidenceintheirabilitytolearnjob-relevantskills(79%),yetthey

remainthegenerationmostlikelytoberejectedfornothavingthem.

Despitetheirdigitalfluency,46%areworriedaboutAI’simpactontheircareers—upfrom40%lastyear—revealingagrowingsenseofuneasebeneaththesurface.

Thedisconnectbetweenconfidence

andoutcomesmayalsobeaffectingtheimportanceGenZplacesonthedifferentfactorsthatwouldkeeptheminarole.

GenZtalentrankflexibility,equityandmentalhealthamongtheirtopretentionpriorities.

Butthatdoesn'tmeancareerdevelopmentisunimportant;itsimplyneedstoberelevantandclearlytiedtogrowth.Only12%listed

employability-relatedskillstrainingasatopfactor,highlightingtheneedtoreframe

learningasadriverofprogression,notjustaperk.

GenZ’schallengesarealsoplayingout

unevenly.Whilerejectionduetoskillgaps

affectsbothwhite-andblue-andgray-collartalentatsimilarrates(47%and45%),men

reportitmoreoftenthanwomen(48%vs.44%).

GenZmayfeelreadytogrow—butinmanycases,theyaren’tgettingtheopportunity.

harnessingtheAItension

Addressingthiscomplexinterplayofanxiety,confidenceandcareerprioritiesrequiresa

strategicshiftfromemployers.Ratherthan

offeringgenerictrainingthatGenZplaces

lowerpriorityon,leadersshouldcreatea

developmentecosystemthatalignswiththeirmotivationsandbridgesexperiencegaps.

whatdrivesgenzconclusion

technologyandAI

IhavebeenrejectedforajobbecauseIdidn’thavetherightskills

mil

babyb

GenZthrivesondigital-firstcontent.Tokeepthisgenerationengagedandfuture-ready,

employersmustmodernizetheirlearning

strategiesinwaysthatresonatewithhowthisgenerationlearnsandengages.Integrating

skilldevelopmentintocareerpathwaysthatalignwithGenZ'simmediateandlong-termgoalswillbecrucial.

WhileAImaycontributetothedeclineof

traditionalentry-levelroles,italsoopensthedoorforGenZtotakeonmorestrategic,

value-addingtasksearlierintheircareers.

Withtherightsupport,theirdigitalfluencyandambitioncanbechanneledtowardinnovation,

problem-solvingandagilelearning—areaswherehumaninsightandadaptability

mattermost.

Foremployers,thisshiftmayrequirerethinkinghowteamsarestructuredanddeveloped,butthepotentialpayoffisclear:smarterworkforcedeployment,higherproductivityandstrongerlong-termretention.

thegenzworkplaceblueprint:futurefocused,fastmoving.16

executivesummaryashiftingjobmarket

technologyandAI

whatdrivesgenz

conclusion

3.

whatdrivesgenz

long-term

careerplans,shortstints.

17

thegenzworkplaceblueprint:futurefocused,fastmoving.

executivesummaryashiftingjobmarket

technologyandAI

whatdrivesgenz

conclusion

Long-termplans,shortstints:thisisthecentraltensionthatdefinesGenZ'scareerstrategy.Morethananyothergeneration,andabovetheglobalaverage,theyarelikelytoconsiderfuturecareergoals

whenevaluatingapotentialnewrole.

Economicvolatility,decliningentry-level

opportunitiesandtheimpactofAIonskills

profileshavenotdampenedGenZ’sappetitetoadvanceintheirjobs.

Careerprogressionisoneofthetopthree

factorsintheirlong-termretention,alongwithbetterpayandflexibleworkinghours.

GenZrespondentsaremorelikely(41%)to

"always"considertheirlong-termcareergoalswhenmakingjobchangedecisions,comparedtoothergenerations.

Ourdatarevealsthattheyarewillingto

movequicklyfromjobtojobtorealizetheseambitions,makingthemahighlymobileandagilesegmentoftheworkforce.

Ratherthanallowingthistoexacerbatetalentscarcity,employersshouldmaximizeyoung

workers’ambitionbyofferingclear,achievabledevelopmentrouteswithinthecompany.

Whenmakingdecisionsregardingjobchanges,howmuchdoyouconsideryourlong-termcareergoals?

m

baby

alwaysoftenoccasionallyrarely

thegenzworkplaceblueprint:futurefocused,fastmoving.18

executivesummaryashiftingjobmarket

highattritionratesreinforcetalentscarcity

GenZ’sshortjobtenuresaren’tatrend:they’reawarningsign.Amidshrinkingtalentpools,

thisgenerationisthemostlikelytoleaveearly,drivenbyunmetexpectationsandunclear

careerpaths.

OurresearchshowsGenZhasa22%attrition

rateoverthepast12months—thehighest

ofanygeneration—and54%areactivelyjob

hunting.Oneinthreeplantoleavetheircurrentrolewithinayear,whileonly11%saytheyintendtostaylong-term.

Withoutaction,thishighturnoverwillonly

widenthetalentgap.Careerprogressioncan’tbeafuturepromise.ToretainGenZ,employersmustensuredevelopmentisvisible,actionableandcontinuous.

lackofprogressiondrivesearlyexits

Akeyfactorinthiscontextisalackofcareer

progression:14%ofGenZsaythisisthei