In a recent survey of 5,000 working adults, it has come to light that over half of Generation Z and Millennials are leaning towards long-term commitments with their current employers, challenging preconceived notions about their propensity to switch jobs frequently in the early stages of their careers.
Surprisingly, 35 per cent of individuals aged between 18 and 34 express a willingness to stay with their present company for an extended period, primarily due to enticing opportunities for skill development. Furthermore, 34 per cent believe they have a clear and attainable pathway for career progression within their current organization, emphasizing the importance of a well-defined growth trajectory.
Building meaningful relationships in the workplace is identified as a key factor fostering loyalty among younger employees, with 40 per cent envisioning a future with their employer based on the friendships they’ve cultivated at work. Remarkably, one in three individuals (32 per cent) is content with the idea of becoming a ‘lifer’—someone committed to staying with a single business for the long term—driven by positive treatment and a desire to reciprocate loyalty to their employer.
However, the survey also sheds light on the ‘hopper’ phenomenon, where 23 per cent of workers under 34 are more inclined to change companies every one to three years. Among this group, 29 per cent value the diverse experience gained from working in different organizations, while 25 per cent are motivated by financial considerations, anticipating larger pay increases through job transitions.
The findings challenge stereotypes surrounding the career preferences of younger workers, debunking the myth that they wouldn’t consider a long-term future with a company early in their careers. The Managing Director UK & Ireland at Michael Page emphasizes the need to recognize individual personality traits and life circumstances, asserting that both ‘lifers’ and ‘hoppers’ contribute unique attributes to the modern workplace.
He states, “Being a ‘lifer’ doesn’t necessarily mean stagnation, just as being a ‘hopper’ doesn’t mean unreliability. The modern workplace accommodates both, and harnessing the strengths of these mindsets can strengthen any team.”
The research explores the perceptions surrounding the two career approaches, with respondents identifying teamwork (50 per cent) and problem-solving skills (33 per cent) as key attributes of ‘lifers.’ On the other hand, ‘hoppers’ are seen as bringing greater adaptability (37 per cent) and fresh thinking (38 per cent) to the workplace.
While 57 per cent believe that long-term commitment to a single company fosters deeper industry knowledge, 44 per cent express concerns about potential stagnation. Interestingly, respondents feel that ‘hoppers’ may be less motivated (18 per cent) but are more likely to be adaptable (37 per cent) and outgoing (38 per cent).
The survey also delves into the perspectives of those involved in the hiring process. Nearly half (49 per cent) of decision-makers recognize the fresh working styles ‘hoppers’ bring to a business, and 35 per cent would choose a ‘hopper’ for their ability to make a swift impact. On the other hand, ‘lifers’ are valued for their strong industry connections (40 per cent) and recognized as industry experts by more than half (52 per cent) of hiring decision-makers.
The research suggests that both ‘lifers’ and ‘hoppers’ offer unique contributions to the evolving landscape of the modern workplace, challenging preconceived notions and emphasizing the importance of cultivating an inclusive environment where diverse career approaches can thrive.
