Gen Z workers are quitting because they don’t know how to talk about promotions

As employees head for the door amid the great resignation, younger workers are first in line to leave, but only because they just don’t know where they fit.

Sixty-five percent of Gen Z workers will leave within a year of starting a new job, according to a survey by recruitment software platform Lever. Thirty-seven percent of Gen Z employees say they plan to leave because they don’t feel comfortable discussing their job trajectories with managers, and 33% feel their company does not encourage promotions.

“If employers do not adjust how they are hiring, engaging and retaining younger workers, then the job market will become even more volatile,” says Sarah Britton, senior manager or employee operations at Lever. “What’s worrisome is a workplace of high turnover halts both business and employee success.”

Read more: If you want Gen Z, you’ll have to work for them

To prevent the high costs to both morale and a company’s bottom line, it’s time to start talking, Britton says. Managers need to have open and frequent conversations with younger employees about the expectations of their role, and where it can lead in the future.

Yet Gen Z is also dogged by anxiety around their work experience: Lever found that 23% of Gen Z employees would not ask for a role change because they feel too new to the company to discuss it, and 17% don’t feel qualified for any other positions.

“It’s clear that career mobility is critical for Gen Z talent retention, but lack of tenure can be a roadblock in reaching their goals,” Britton says. “Companies need to foster growth and development by providing open and transparent communication around mobility within the company and ensuring managers have the training to guide their employees to explore other roles.”

One way for organizations to do this is by sending out frequent internal communications around job openings with a contact person an employee can reach out to directly, Britton says. Employers should also schedule frequent one-on-ones so younger employees feel more comfortable discussing their goals and can ask questions in an informal setting.

“Having an organic conversation with employees can ease any concerns and provide guidance on the process,” Britton says. “When managers take this time to invest in their employee growth, it shows staff how valued they are and ensures employees are aware of the resources that companies are providing them.”

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Employers also need to provide training and skills development opportunities if they want their workers to advance and invest time in the organization. Gen Z in particular is passionate about learning on the job, with 17% of Gen Z employees saying they would stay at their job for upskilling opportunities, compared to just 9% of millennials, 7% of Gen X, and 4% of Baby Boomers.

Employers need to have a long view when it comes to hiring in a post-COVID job market, Britton says. Today’s workplace is much different than before, and to reap the positive results, employers need to provide a clear pathway for employees to advance and feel heard.

“The last couple of years have been a rude awakening to many companies who have lost top talent for a variety of reasons, but from that shift in the workforce we’re starting to see real change,” Britton says. “It may have come about in a difficult way, but it will provide significant positive impacts on the workforce for the future.”