Are Gen Z employees really less loyal than boomers?

In New Zealand's evolving employment landscape, the relationship between age and job tenure is being reassessed. Traditionally, younger workers have been labelled as job hoppers. The narrative suggests that Gen Z and Millennials lack loyalty, are quick to leave roles, and have little patience for long-term growth within a company. However, recent U.S. research has revealed that this perception may be misleading. The average tenure of Gen Z employees sits at 2.7 years, which is strikingly close to the 3-year average recorded by Boomers at the same age.

Despite these findings, younger New Zealanders are still overrepresented in unemployment figures. Those aged 15 to 24 remain more than twice as likely to be unemployed compared to the general population. The disparity seems less about loyalty and more about the hurdles younger workers face in securing entry-level positions. In an increasingly competitive and experience-driven job market, many employers continue to favour tenure and past roles over potential and adaptability.

This theme was explored in a recent episode of Mahi Media, where Shannon Barlow, Managing Director at Frog Recruitment, reflected on the unique challenges young people face in today’s labour market. She explained that what’s often perceived as a lack of loyalty among Gen Z is more accurately a lack of opportunity. In high-volume application environments, younger candidates are frequently overlooked—not because they’re unwilling to commit, but because they’re denied the chance to prove themselves. This results in a workforce where younger employees are eager yet underutilised, navigating systemic barriers rather than jumping ship at the first opportunity.

"Sometimes the best long-term hires start with no experience, just opportunity."

This powerful insight underscores the urgent need for New Zealand employers to rethink how they approach early career hiring. The future of the workforce is intergenerational, and younger employees are not just placeholders until something better comes along. They bring curiosity, digital fluency, and a willingness to adapt. If businesses want to future-proof their operations, these qualities are assets that must be cultivated, not overlooked.

There is growing recognition that early career development, internal mobility, and inclusive hiring practices are crucial to bridging the opportunity gap. Mentorship programmes and revised criteria that value potential over a rigid set of experiences can help organisations not only retain young talent but also help them thrive.

Furthermore, younger workers are navigating a very different economic and technological landscape than previous generations. With AI and automation changing job requirements rapidly, traditional pathways to employment are no longer as clear-cut. Gen Z is entering the workforce during a time of immense transformation, and they must be agile, versatile, and entrepreneurial just to keep pace.

What often appears as a lack of loyalty may in fact be a pragmatic response to unstable job markets, underemployment, and the absence of structured development programmes. Many younger workers are eager to build long-term careers but are faced with temporary contracts, limited advancement opportunities, and outdated hiring models that fail to recognise emerging talent.

If organisations can tap into this ambition and create environments that nurture it, they stand to benefit from a workforce that is not only loyal but also innovative and resilient. As Barlow pointed out, sometimes the best long-term hires begin with no experience—just the right opportunity.

What are the best strategies for leading a multi-generational workforce?

Managing diverse age groups within a team presents both challenges and opportunities. Each generation brings unique values, work styles, and communication preferences. Creating harmony between these differences requires thoughtful leadership. Here’s how employers can effectively manage a multigenerational team:

1. Recognise Individual Strengths
Avoid making assumptions based on age. Every employee has distinct capabilities and motivations. Identify and leverage these to enhance team performance.

2. Foster Two-Way Mentorship

Pair younger employees with seasoned professionals to encourage knowledge sharing in both directions. Experience meets innovation when mentorship goes both ways.

3. Promote Flexibility in Work Styles
Offer flexible working arrangements that cater to varying life stages, from parents to recent graduates. Flexibility enhances productivity and loyalty.

4. Communicate in Diverse Formats
Different generations may prefer different communication styles. Combine face-to-face check-ins, emails, and collaborative tools to ensure inclusivity.

5. Provide Tailored Development Opportunities
Career goals differ across generations. Provide personalised growth paths, whether it's leadership development for Gen X or skill-building for Gen Z.

6. Create a Culture of Inclusion
Celebrate diversity and encourage open dialogue about generational differences. This reduces friction and builds mutual respect across the team.

Breaking the myth of job-hopping Gen Z workers requires a shift in how we perceive early-career professionals. By offering opportunities and embracing the benefits of an intergenerational workforce, New Zealand businesses can foster loyalty, drive innovation, and secure long-term growth. Now more than ever, opportunity is the key to loyalty.