Gen Z is in a ‘work relationship’ with employers

According to research, seven out of ten UK businesses have difficulty retaining Gen Z workers. A lack of commitment is cited as the biggest issue, even more than salary, for retention.

LHH, a global division of Adecco Group and a talent solutions provider, found that 46% Gen Z employees planned to change their jobs in the next year.

The Gen Z trend for romantic or sexual relationships which are not formalized or established has led to the term “work situationship” to describe this willingness to change roles and apparent lack of commitment towards employers.

LHH’s UK’s first multi-generational career barometer 2025 highlights the significant generational differences that affect today’s workforce.

Gen Z workers are more likely than millennials (31%) or Gen X (18%) to have moved roles more than twice in the last five years.

LHH stated that Gen Z’s quest for career advancement is “increasingly transient”, with 24% of Gen Z preferring to change companies rather than applying for a role within the company.

Although salary is often the primary reason for leaving a job, Gen Z’s inability to commit to their jobs is the biggest issue for employers (59%), even more than the lack of pay (38%) or flexible working policies (48%).

New research shows that 72% Gen Z workers feel comfortable in taking charge of their career. This is compared to Gen X and millennials, who are both 64%.

Andrew Crawford, senior Vice-President of LHH UK and Ireland said that the research showed that careers are not linear and retention is now more complex than ever.

“Having managed four generations of talent, and over 20 years experience in talent solutions I know that HR must evolve to attract Gen Z and transform their work situations into a partnership for mutual benefit. Businesses need to offer more clarity in career progressions, better growth opportunities, and leadership support.

“This includes offering more opportunities for career activism, ownership and a closer look at learning approaches. The importance of managerial skills is increasing for the younger generation, but it’s not a priority for most businesses. It is important to offer different learning opportunities that are tailored for each generation, and not rely on a single-size-fits all approach.

Data was collected from a Censuswide Survey of 2,001 professionals between the ages of 18 and 59 years, as well as 500 HR leaders in UK companies employing 500 or more people.

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