Fresh data released by global leadership experts Right Management unveils intriguing insights into workplace loyalty among different generations in the UK workforce – including Gen Z.

According to the survey encompassing 2,000 employees and leaders, Gen Z employees aged 16-26 emerge as the most likely to stay in their current roles, showcasing a substantial sense of loyalty compared to other age groups.

Gen Z Loyalty: A Contrary Narrative

Contrary to common assumptions about Gen Z being job-hoppers, disengaged, and lacking in motivation, the study contradicts these stereotypes. Gen Z employees exhibit notable loyalty, with 53% planning to remain in their current roles for a period ranging from one to five years. This percentage surpasses the plans of other generations, highlighting a long-term approach towards their careers.

The survey also highlights a significant aspect of trust among Gen Z employees towards their line managers. An overwhelming 85% of Gen Z workers express confidence in their line managers when discussing career aspirations. This trust level diminishes across generations, with Millennials, Gen X, and Baby Boomers showcasing lower levels of trust in their line managers regarding career discussions.

The Dilemma of Loyalty

However, while loyalty is a predominant trait among young employees, the study points out that 20% of them feel a sense of duty and loyalty to their employer, making them feel trapped in their current job. This response is comparatively less prevalent among Millennials, Gen X, and Baby Boomers, highlighting a distinctive sentiment among the younger workforce.

Lorraine Mills, Principal Consultant at Right Management, emphasised the need to debunk common stereotypes surrounding Gen Z workers. The findings challenge prevalent assumptions, revealing their long-term career approach, loyalty, and inclination towards discussing career aspirations with line managers.

“Leaders and decision-makers must take all of this into account when making plans around the development of their teams and how they work with different generations” Mills added. “It can be all too easy to lean into lazy stereotypes and assumptions without realising; unintentionally reinforcing negative perspectives that can become a subtle and unhelpful part of a company’s culture. This is obviously damaging to the full potential of any individual affected, as well as to the prospects of an organisation as a whole.”