Should You Try to Keep GenZers (and Everyone Else) on the Job?

LinkedIn’s Workforce Confidence Index  looked at what would prompt different generations of workers to change jobs. When asked, “Why change jobs?”, the following were high on the list for all generations but for GenZers (those born after 1997):

  • 80% wanted better alignment with their interests and values
  • 76% wanted more opportunities to learn

Better compensation was only slightly better at 76% than the desire to pursue a new job function or industry (75%).

Interesting, huh?

What Can Managers Do?

Makes me wonder if managers can ever do enough to keep a good employee. I hear time and again about employees who quit even though their employer accommodated family and other personal issues, allowed them to work from home and have a flexible schedule, and gave opportunities for advancement and continued learning.

Could it be that some people want the change to a new job to energize their careers? Perhaps GenZers are more comfortable with change and thrive on the spark, the newness, they get from switching jobs.

If that’s the case, managers shouldn’t be too hard on themselves. Yes, it’s important to keep talented workers engaged, growing, and valued, but I wouldn’t take it personally when the employee decides to move on.

Another Way of Thinking

Consider Caroline Wanga’s comment : “The first thing we need to do,” she said, “is stop trying to retain people.” She suggests that we should  focus on making our company the place where people grow and thrive. Then when they move on, we know we have helped develop leaders. Our company becomes the one people join because we nurture their career growth.  That’s good for our employer brand and for our business.

Best Retention Strategy

The best retention strategy is building a bench of talent, grooming people to step into new roles and take on new responsibilities, and thinking of recruiting (both internally and externally) as a continuous process.

What do you think?