- Younger employees are more disengaged. Since 2020, engagement among older millennials, younger millennials and Gen Z has dropped.
- These employees crave career development. Compared to older generations, younger employees are more likely to look for career development.
- Growth opportunities must fit a hybrid/remote work setting. With more younger employees working in a hybrid or remote setting, development opportunities must avoid location bias.
Providing robust career development opportunities for younger employees may be the key to keeping your young talent, according to a recent Gallup survey.
The survey showed employee engagement stagnating across the board after dropping from peak levels in 2020. A deeper dive shows this difference is sharpest among younger generations. While engagement of baby boomers actually increased 2 percentage points over the last four years, engagement among older millennials born between 1980 and 1988 declined 7 points, and engagement among younger millennials and Gen Z born in 1989 or later decreased 5 points across that same time period.
Specifically, millennials and Gen Z employees reported the greatest declines in:
- Feeling cared about by someone at work.
- Having opportunities to learn and grow.
- Feeling connected to the mission of the organization.
- Having progress discussions with managers.
- Being given opportunities to develop and feeling that their opinions count.
Together, this shows younger employees are feeling increasingly detached from work and less likely to see a future with their current organizations.
Lack of development and career growth is a top reason why employees leave a job, according to research from Gallup. Compared to older generations, additional Gallup data found younger employees are more likely to look for career development.
Deloitte’s 2023 Gen Z and Millennial Survey, which collected feedback from over 22,000 Gen Z and millennial respondents across 44 countries, also revealed young employees want to see better advancement opportunities, even for part-time jobs.
“They are eager to build their careers rapidly and work for organizations that challenge them and promote them quickly, which can help millennials and Gen Zs secure financial freedom,” said Joan Goodwin, managing director and performance management, talent strategy and careers practice leader at Deloitte. “They expect the opportunity to rise or establish multiple experiences within an organization and want more than just a job — they want a career path.”
Younger generations, particularly millennials and Gen Z, are more willing to job hop than their older peers due to several factors, Goodwin said.
“They are often less settled in their personal lives and may not have the same financial responsibilities, making it easier for them to change jobs,” she said. “The nature of work is changing, with more contract roles, remote work opportunities and flexible work arrangements. This can make job hopping more appealing and accessible to younger workers.”
Develop Internal Opportunities
One way employers can create development opportunities is to deploy an internal talent marketplace to match employees to projects and roles based on their individual goals and preferences.
“Organizations can use opportunity marketplaces to leverage organizational talent on a wider scale,” Goodwin said. “This helps protect employment, build loyalty and manage change in priorities and the marketplace. This not only creates internal opportunity but also encourages and celebrates internal mobility.”
Career progression doesn’t always equal promotions, added Lesli Jennings, North America leader, work, rewards and careers at WTW. Progression can also look like tackling a special project, taking on a new responsibility or learning a new skill through a short-term assignment.
“Employees are seeking diverse experiences, challenges — you can do that without an official job change,” Jennings said. “Getting to be part of an impactful program, getting the scoop on what’s next for the business, goes a long way toward employee engagement.”
Managers play a key role in helping connect employees with internal opportunities.
“Managers must be having conversations regularly: ‘What are you looking to do next? What excites you? What’s in your way? Let’s look at these opportunities to see what options exist that match up with your passions,’” Jennings said.
It’s also critical that employers deploy these opportunities through the lens of a hybrid/remote work environment. According to Deloitte’s survey, 61% of Gen Zs and 55% of millennials surveyed reported working hybrid or remotely in 2023.
Mentorship programs, open communication channels and virtual coffee breaks for employees to engage with and learn from one another are ways for employers to support development, Goodwin said, particularly among their younger-generation workforce.
“Young employees often bring fresh perspectives and ideas, driving innovation and helping the company stay competitive,” Goodwin said. “By retaining young talent, companies are investing in their future leadership.”
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