It is widely acknowledged that Gen Z – those born between 1995 and 2010 – tend to change jobs more frequently than previous generations. It is a trend across much of the world, including in Asia, where long working hours are common and employee loyalty is a traditional expectation.
According to a 2025 survey from Asia-based news channel CNA, Gen Z workers stay with an organisation for an average of 4.6 years in China, compared with 3.7 in Malaysia and just 2.9 in Singapore.
Work-life balance and learning opportunities are hugely valued
Why Gen Zs change jobs frequently – and how employers should respond – is less widely understood. But with Gen Z expected to make up nearly 30% of the workforce by 2030, organisations across the region clearly need to understand their needs and adapt accordingly.
The why
Gen Zs have grown up in a world defined by rapid technological change, global connectivity and growing climate anxiety. They are the first generation to come of age with social media and smartphones, and their outlook is shaped by economic uncertainty and social inequality. Entry-level jobs are now harder to find, and workplace expectations are rising.
‘For this generation, rising living costs have intensified financial concerns and reduced their confidence in becoming financially independent,’ says Wu Pei Chuan, a professor at Singapore’s NUS Business School. ‘They embrace new technology, yet they also worry about being replaced by AI and automation.’
The pandemic years, when Gen Zs were studying or beginning their careers, made hybrid work the norm and highlighted the risks of overwork and burnout. Jessly Chew, associate director of finance and accounting at Michael Page in Singapore, says hybrid work is a baseline expectation among Gen Z workers. ‘During the Covid period, many of them realised that work is not everything,’ she adds.
What is emerging, then, is a generation of professionals who value meaningful work, prioritise mental health and seek competitive remuneration. Deloitte Global’s 2025 Gen Zs and millennials at work survey found a sense of purpose was important for Gen Z job satisfaction, rising from 86% in 2024 to 89% in 2025.
Gen Z workers move out of ambition and a desire for growth
Confident and pragmatic
Perhaps what distinguishes Gen Z workers most from previous generations is their willingness to change jobs if they are not satisfied. Rather than job-hopping, they move out of ambition and a desire for growth.
‘If they don’t get the opportunities they want in their current work, Gen Zs are going to leave if they see a better opportunity,’ says career coach Cindi Wirawan, who works with Gen Z professionals across Asia.
She says Gen Zs favour a ‘partnership’ style of leadership over ‘command-and-control’ approaches. Career growth is equally important. ‘It’s not just about being promoted,’ she explains. ‘It’s about broader opportunities, learning new skills and getting mentors.’
Gen Z view new skills as essential to career future-proofing
Wu agrees that Gen Z are pragmatic. ‘If they see no room for career or learning growth, they are willing to move on,’ she says. Indeed, Chew notes that Gen Z view new skills as essential to career future-proofing. ‘Learning velocity – being able to learn different skills in a short period of time – is what differentiates them from other generations,’ she says.
Michael Cheng, partner at PwC Hong Kong, says the Gen Z understanding of loyalty has been shaped by seeing their parents’ dedication to employers go unrewarded. The same experience also influences their desire for stronger boundaries between work and life, and lower tolerance for rigid, traditional ways of working.
‘Gen Z workers are highly confident that their skills are transferable anywhere,’ Cheng says. ‘If the current employer is not really meeting their needs, they have a feeling that they can go anywhere.’
Workplace culture
Adjusting the organisation’s offer is one way of retaining top Gen Z talent. ‘In mature markets, like Singapore, you can expect slightly higher retention if you tweak the value proposition,’ Chew says. She adds that a growing number of Gen Z workers are looking outside the Big Four firms for early-career opportunities. She advises organisations to facilitate internal mobility and clearly communicate promotion criteria to younger workers. ‘Transparent communication is something that Gen Z value a lot.’
Important, too, is building a workplace culture that’s well rounded, with a focus on mental wellbeing and empathetic leadership. According to a recent Hong Kong SAR of China survey by Edelman, a strong relationship with direct managers who can provide support and mentorship is key to Gen Z retention.
‘Workplaces must become more flexible and caring, not only in terms of work-life balance arrangements but also in terms of career flexibility,’ Wu says. ‘Companies need to find new ways to inspire employees to stay and to contribute meaningfully to themselves, the organisation and society.’
There will be no return to the loyalty of old
Cheng recommends organisations develop formal programmes. ‘Mental health is a massive focus for Gen Z, so we have mental health programmes. We also have upskilling programmes, which are utterly critical because one of the key retention factors for Gen Z is constant learning.’
Wirawan says being open to new ideas, keeping up to date with new technology and permitting side hustles – a common practice among younger workers – help organisations position themselves as Gen Z employers of choice.
However, she also warns that Gen Z represent a paradigm shift, and there will be no return to the loyalty of old. ‘It’s not like in previous generations where the boss is king. We must be more accepting of new ways of working and building careers.’
