Rethinking Retention: Gen-Z Perspective

The corporate world often grapples with the idea of retaining Gen-Z talent in roles. The question frequently asked is,?“Why do they not stay long enough in one role?”.

But is that even the right question to ask anymore, especially when it comes to Gen-Z?

From my countless conversations and shoulder-to-shoulder work with this group, the real question organizations should be asking is,?“How can we create spaces that enable Gen-Z to engage in curiosity and keep exploring?”

Gen-Z isn’t necessarily seeking stability in a singular role. Instead, they want an environment that fosters learning, development, and purpose-driven work. They view the workplace as a playground that amplifies their curiosity, helping them discover their true purpose. So if their approach to work is exploratory and dynamic, why are we still trying to confine them to one role for years?

Staying long in one static position does not align with their worldview. They see careers not as linear steps in one department but as a broad exploration of various skills, competencies, and functions across the organization.

Rather than fixating on why they leave a specific role, organizations should be asking,?How can we retain them within the company by fostering growth, engagement, and internal mobility? Gen-Z values the ability to explore new opportunities, and companies must adapt to offer this.

Purpose Over Paychecks: What Really Matters?

Recent survey, coupled with my ongoing conversations with Gen-Z professionals, consistently show that this generation is deeply motivated by?purpose?over salary or benefits. In fact, over?50%?of respondents in the?Deloitte 2024 survey turned down job opportunities that didn’t align with their values. For Gen-Z, a company’s mission isn’t just a corporate tagline—it’s a crucial factor that influences their decision to stay. They care deeply about how their day-to-day work contributes to broader societal goals (Deloitte ).

This raises an important question....?

Are we helping this generation connect with our mission beyond their daily tasks?

Answering that requires a?paradigm shift?in how we approach career development. It’s not just about offering roles or promotions—it’s about?aligning internal mobility opportunities with their personal values. Whether through?social impact initiatives,?sustainability projects, or roles that allow them to contribute to a?meaningful societal impact, companies can keep Gen-Z engaged when purpose is at the core of their career growth. If we can tie their work to a larger cause, we will not only retain them, but we’ll see them thrive.

The New Paradigm: Internal Mobility Over Static Roles

Today’s corporate landscape often operates on a rigid talent retention strategy—where roles are well-defined and vertical progression is considered the gold standard. However, Gen-Z is curious by nature. They are less inclined to stay in predefined lanes and more motivated to acquire diverse experiences. Offering opportunities to move across departments, work on short-term projects, or participate in cross-functional teams aligns better with their expectations.

In fact, a recent survey by Deloitte shows that 21% of Gen-Z employees cite continuous learning and development as a top priority when considering whether to stay with an employer. They expect lateral career mobility as much as upward mobility, which challenges the traditional corporate ladder model (Deloitte ).

So what can we do next as a way of change?

Here are some tactical ideas to consider

• Internal Project Marketplace Platforms: Create an internal marketplace where employees can take on temporary, project-based roles in other departments. These short-term gigs allow them to work outside their immediate roles, gaining exposure to different areas of the business while developing new skills.
• Rotation Programs Across Functions: Establish formal rotation programs that allow employees to work in different business functions over a set period. Think of it as an extended internship but for mid-career professionals. Offer 3 to 6-month stints in different departments, ensuring they experience various aspects of the business. These rotations should be aligned with career development goals. This can help create experiences, keeping their curiosity engaged while promoting a deeper understanding of the organization’s holistic operations. This also positions them for future leadership roles with diverse exposure.
• Skill-Building Sabbaticals: Introduce skill-building sabbaticals where employees can take time off to pursue specific educational programs or passion projects that align with their role or career path. Companies can offer 3-month paid skill sabbaticals, once every few years, where employees can pursue skills that could benefit both them and the company.
• Mentor Swap Program: Launch a Mentor Swap Program where employees can switch between mentors across different departments or levels in the company. It’s a way to build relationships and get fresh perspectives on career development. Facilitate a structured program where employees rotate between different mentors every six months. The key is to expose them to different leadership styles and career trajectories.
• Flexible Career Frameworks for Retention: Instead of adhering strictly to the traditional hierarchical structure, companies should design flexible career frameworks that allow employees to move fluidly across departments and functions. By integrating personalized learning paths and competency-based progression, employers can cater to Gen-Z’s desire for growth without pushing them to climb a predefined ladder.
• Learning Sprints and Certifications: Introduce learning sprints, which are short, intense learning opportunities focused on a specific skill, similar to boot camps. Pair these with recognized certifications that the company funds. Organize learning sprints quarterly on topics that align with both employee interests and business needs. Provide external certifications that employees can add to their portfolios.

Path-Ahead: ?Rethink Retention

Retaining Gen-Z isn’t about trapping them in static roles; it’s about creating a culture that encourages?development,?curiosity, and?meaningful impact. When companies implement innovative strategies like?internal gig platforms,?skill-building sabbaticals, and?cross-functional rotations, they will do more than just keep Gen-Z from leaving—they will unlock their fullest potential. This isn’t just about keeping Gen-Z employees engaged, it’s about building the kind of workforce that is resilient, innovative, and fiercely loyal to an organization that invests in its growth and purpose.

The focus for employers must evolve from simply retaining Gen-Z in specific roles to fostering?long-term engagement with the company. Gen-Z seeks more than just stability—they crave environments where they can?explore,?learn continuously, and contribute to projects that align with their values and purpose. Companies that emphasize?internal mobility,?dynamic learning paths, and?purpose-driven opportunities?will create a space where Gen-Z can not only thrive but also stay motivated and deeply connected to the company’s mission.

Dr. Zohra (Zo/Z) Damani is an author and a seasoned Talent Development Leader with over 15 years of experience. She is a Certified Coach and is currently undergoing Shamanic Practitioner Training in Scotland. In addition to her coaching credentials, she is a trained Yoga Teacher (Hatha & Yin). Zohra brings a unique blend of expertise and a holistic approach to talent transformation and organizational development, integrating mindfulness, spiritual practices, and personal growth into her professional practice. Her diverse skill set allows her to address the needs of individuals and organizations from multiple dimensions, fostering growth and transformation on both personal and professional levels.