Gen Z is defined by a powerful paradox - they are the most future-oriented generation in the workforce, yet they often carry with them a sense of self-doubt that can influence their steps towards progression or long-term career outlook. This lack of confidence, paired with high job mobility, is a critical retention challenge for organisations if they want to unlock the potential of Gen Z.
Global data reveals that over two-fifths of Gen Z talent (41%) report they lack the confidence to find another job—the largest share among all generations surveyed. Further compounding this, many Gen Z employees feel external factors limit their potential including:
- Around two in five Gen Z talent say they cannot achieve their dream role due to their education or lack thereof.
- 40% believe their personal background (demographics or personal circumstances) prevents them from pursuing their ideal career.
Yet, despite this hesitation, Gen Z still remain a highly ambitious demographic, who are quick to move on when growth stalls, and are the most likely to cite a lack of progression opportunities as their strongest driver for changing jobs after pay expectations. In fact, the average tenure for a Gen Z employee globally is 1.1years, compared to 1.8 years of the millennial demographic. For employers, this is a clear signal: you must actively build confidence and provide visible pathways to turn their ambition into long-term loyalty and secure your future talent and leadership pipeline.
the confidence-mobility loop
It’s worth noting that Gen Z's short tenures are not a sign of disloyalty but a reaction to unmet expectations and a keen desire for progression and the current market is not helping in retaining Gen Z talent. Globally, the decline in entry-level job postings is down a whopping 29 percentage points since January 2024, meaning that Gen Z has fewer "ramp-up roles" or beginner level roles to gain experience than previous generations. This exposure gap fuels self-doubt, which can lead to flow-on effects for Gen Z including:
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1. low confidence:
Redefine junior roles away from simple tasks toward developing skills like critical thinking and creativity.
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2. unmet ambition:
They become highly mobile because their current environment lacks clear opportunities for growth.
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3. short tenure:
They leave quickly, which has a destabilising effect on teams.
implement strategies to inspire long-term gen Z loyalty
To break this cycle, organisations must create equitable work environments and development strategies that foster self-belief and provide a tangible sense of forward momentum.
1. prioritise visible career pathways
Career progression is a top three factor for Gen Z's long-term retention. Employers must provide clear and transparent progression pathways that offer regular, tangible rewards like pay rises or other perks. This transparency helps Gen Z proactively ask about their trajectory and co-create their growth plans with their managers.
2. redefine entry-level development
With AI automating simple tasks, entry-level roles must shift away from administrative duties toward developing critical thinking and creativity. This aligns with Gen Z's digital skills and channels their early-career enthusiasm toward strategic, high-value-adding tasks.
3. build a culture of self-belief
Development needs to go beyond just skills; it must drive self-belief and loyalty. Organisations should build a culture that supports young talent in overcoming perceived disadvantages, like a lack of ideal education or personal background.
By offering accessible, tailored training and creating supportive forums for open discussion, you empower Gen Z to build resilience and confidence, ensuring they feel they can succeed regardless of their background.
By strategically addressing Gen Z’s internal self-doubt, you not only improve retention but also cultivate a confident, prepared talent pipeline of future leaders who in turn bolster and support your organisation in the long-term.