The modern workplace is witnessing a significant shift in the dynamics of workplace exits, largely driven by younger generations—especially those born after 1997, known as Gen Z. It’s not just in the places we might expect. For example, in Japan, a country with a reputation for long tenures and employee/employer loyalty, resignation agencies such as Momuri offer services that allow individuals to quit their jobs remotely. Even where moving jobs is relatively rare, this “resignation-as-a-service” has sprung up as a result of discontent within the workforce. This phenomenon, particularly pronounced among younger demographics, is challenging traditional notions of loyalty in the face of workplace dissatisfaction.
However, not everyone is leaving roles quietly with the help of an outside agency. The recent trend of “loud quitting” on platforms such as TikTok demonstrates the frustration experienced by younger employees, often stemming from what is seen as poor management practices, toxic work environments, or unjust treatment. These public resignations reflect a generational shift in attitudes towards work and workplace expectations, as well as affecting the company’s reputation and morale. Even if most users aren’t naming companies directly, others may still identify the company by searching the poster’s full name, if available, on Google or LinkedIn.
Despite these two very different approaches to ways of quitting, what is clear is that younger generations are taking very different approaches to the ‘traditional’ norm. To address these changing dynamics, HR departments must adapt their strategies to cater to employees, not just to younger people, but across these different generations to account for different values and approaches—and ultimately attract and retain talent.
The underlying causes
Several factors contribute to this shift in resignation practices among younger generations. The rise of digital communication has empowered individuals to share their experiences widely and seek support from their peers. Social media platforms have become outlets for voicing grievances and mobilising change, amplifying individual voices in ways that were not possible before. Moreover, Gen Z is the first generation to have grown up entirely in the digital age, often being named the “first global generation”, where throughout their lives, they have been virtually connected to people across the planet.
Additionally, the COVID-19 pandemic played a significant role in reshaping workplace dynamics. The shift to remote work highlighted the importance of work-life balance and personal well-being. As a result, younger employees are prioritising mental health and seeking workplaces that respect and support their needs.
It’s easy for businesses to see these trends and fall into the trap of seeing younger people as “overly entitled”. But the fact is that as times change, expectations will shift. For example, a few generations ago, many employees would expect to move around very little, and those that did would be seen as unreliable. Today it’s far more common to move around and there is far less expectation to have a “job for life”. But with this change has come different expectations of employers, such as a better understanding of work-life balance.
For employers, these trends present both challenges and opportunities. On the one hand, the increased visibility of employee dissatisfaction can harm a company’s reputation and make it difficult to attract new talent. On the other hand, companies that proactively address the concerns of their workforce can position themselves as employers of choice in a competitive job market.
Strategies for HR departments
To adapt to these evolving dynamics, HR departments must rethink their strategies for attracting and retaining new talent who likely have different values and priorities compared to previous generations.
Flexible work arrangements and policies that support work-life balance are also essential. Gen Z employees appreciate time spent with their family and friends, hence why 42 percent of Gen Zs value a work-life balance and prioritise remote working and flexible leave when looking for a job.
It’s important to recognise and adapt to generational differences without perpetuating simplistic stereotypes
To attract and retain Gen Z talent, it’s also important to recognise their commitment to environmental, social and governmental (ESG) issues. 55 percent of Gen Zs research a company’s environmental impact and policies before accepting a job—with 17 percent having changed jobs or sectors due to climate concerns. Employers should actively promote their policies to ESG to create a culture where employees feel important issues are prioritised.
Effective management training is essential to foster positive work cultures that resonate with the priorities of younger generations while acknowledging the diverse needs of all employees. Managers should be equipped with the skills to support their teams, address conflicts, and create an environment where employees feel valued and heard. Regular feedback loops and open communication channels can help identify and resolve issues before they escalate to the point of resignation. It’s important to recognise and adapt to generational differences without perpetuating simplistic stereotypes, ensuring that management strategies are inclusive and individualised rather than “one size fits all”.
It’s also worth considering how expectations have changed around length of employment and “job hopping”. Employees are far more willing to move around to find the right role and move on if their current role doesn’t quite fit. When hiring new talent, a lot of moves in a short period of time is often seen as a red flag—but if the role being filled has a chance of being the right fit, it’s worth reconsidering if this is the right approach.
Final thoughts
Every generation changes the world of work, from the influx of women into the workforce during World War II to the way Millennials raised awareness of issues like mental health. The current trends underscore the need for organisations to adapt their practices and create environments where employees of any generation feel valued, respected, and aligned with the company’s mission.
Only by addressing these differences and catering to the changing values and needs of the next generation can companies avoid being the subject of the next loud quitting video on social media. If they get it right, they can create an environment where a whole cohort of new employees feel welcome and valued.
Katherine is lead for people strategy and development at Safeguard Global. With almost two decades of experience, she provides strategic human resource planning to ensure Safeguard can hire the best talent available and position the firm as an employer of choice within its industry. Katherine promotes a culture of innovation, accountability and service in all the company’s offices around the world.
August 28, 2024
How younger generations are redefining workplace exits
by Katherine Loranger • Comment, Workplace
However, not everyone is leaving roles quietly with the help of an outside agency. The recent trend of “loud quitting” on platforms such as TikTok demonstrates the frustration experienced by younger employees, often stemming from what is seen as poor management practices, toxic work environments, or unjust treatment. These public resignations reflect a generational shift in attitudes towards work and workplace expectations, as well as affecting the company’s reputation and morale. Even if most users aren’t naming companies directly, others may still identify the company by searching the poster’s full name, if available, on Google or LinkedIn.
Despite these two very different approaches to ways of quitting, what is clear is that younger generations are taking very different approaches to the ‘traditional’ norm. To address these changing dynamics, HR departments must adapt their strategies to cater to employees, not just to younger people, but across these different generations to account for different values and approaches—and ultimately attract and retain talent.
The underlying causes
Several factors contribute to this shift in resignation practices among younger generations. The rise of digital communication has empowered individuals to share their experiences widely and seek support from their peers. Social media platforms have become outlets for voicing grievances and mobilising change, amplifying individual voices in ways that were not possible before. Moreover, Gen Z is the first generation to have grown up entirely in the digital age, often being named the “first global generation”, where throughout their lives, they have been virtually connected to people across the planet.
Additionally, the COVID-19 pandemic played a significant role in reshaping workplace dynamics. The shift to remote work highlighted the importance of work-life balance and personal well-being. As a result, younger employees are prioritising mental health and seeking workplaces that respect and support their needs.
It’s easy for businesses to see these trends and fall into the trap of seeing younger people as “overly entitled”. But the fact is that as times change, expectations will shift. For example, a few generations ago, many employees would expect to move around very little, and those that did would be seen as unreliable. Today it’s far more common to move around and there is far less expectation to have a “job for life”. But with this change has come different expectations of employers, such as a better understanding of work-life balance.
For employers, these trends present both challenges and opportunities. On the one hand, the increased visibility of employee dissatisfaction can harm a company’s reputation and make it difficult to attract new talent. On the other hand, companies that proactively address the concerns of their workforce can position themselves as employers of choice in a competitive job market.
Strategies for HR departments
To adapt to these evolving dynamics, HR departments must rethink their strategies for attracting and retaining new talent who likely have different values and priorities compared to previous generations.
Flexible work arrangements and policies that support work-life balance are also essential. Gen Z employees appreciate time spent with their family and friends, hence why 42 percent of Gen Zs value a work-life balance and prioritise remote working and flexible leave when looking for a job.
To attract and retain Gen Z talent, it’s also important to recognise their commitment to environmental, social and governmental (ESG) issues. 55 percent of Gen Zs research a company’s environmental impact and policies before accepting a job—with 17 percent having changed jobs or sectors due to climate concerns. Employers should actively promote their policies to ESG to create a culture where employees feel important issues are prioritised.
Effective management training is essential to foster positive work cultures that resonate with the priorities of younger generations while acknowledging the diverse needs of all employees. Managers should be equipped with the skills to support their teams, address conflicts, and create an environment where employees feel valued and heard. Regular feedback loops and open communication channels can help identify and resolve issues before they escalate to the point of resignation. It’s important to recognise and adapt to generational differences without perpetuating simplistic stereotypes, ensuring that management strategies are inclusive and individualised rather than “one size fits all”.
It’s also worth considering how expectations have changed around length of employment and “job hopping”. Employees are far more willing to move around to find the right role and move on if their current role doesn’t quite fit. When hiring new talent, a lot of moves in a short period of time is often seen as a red flag—but if the role being filled has a chance of being the right fit, it’s worth reconsidering if this is the right approach.
Final thoughts
Every generation changes the world of work, from the influx of women into the workforce during World War II to the way Millennials raised awareness of issues like mental health. The current trends underscore the need for organisations to adapt their practices and create environments where employees of any generation feel valued, respected, and aligned with the company’s mission.
Only by addressing these differences and catering to the changing values and needs of the next generation can companies avoid being the subject of the next loud quitting video on social media. If they get it right, they can create an environment where a whole cohort of new employees feel welcome and valued.
Katherine is lead for people strategy and development at Safeguard Global. With almost two decades of experience, she provides strategic human resource planning to ensure Safeguard can hire the best talent available and position the firm as an employer of choice within its industry. Katherine promotes a culture of innovation, accountability and service in all the company’s offices around the world.