Some Gen Zs are in their third or fourth job by age 25: Workforce Singapore

Key Concepts:

• Gen Z job-hopping: Increased frequency of job changes among individuals born after 1997.
• Career Conversion Programmes (CCP): Initiatives to help individuals transition to different sectors.
• Purpose-driven career: Seeking jobs that align with personal values and offer meaning.
• AI literacy: Understanding and utilizing artificial intelligence in the workplace.
• Uniquely human skills: Empathy, curiosity, and experimental learning.
• Rotational learning: Providing opportunities for employees to experience different roles within a company.
• Boomerang employees: Individuals who return to work for a company after a period of absence.
• Gig workers/Freelancers: Independent workers hired for specific tasks or projects.

1. Gen Z Job-Hopping Trend

• The number of Gen Z individuals switching jobs has more than tripled in 2024, according to Work for Singapore.
• Some Gen Z individuals are starting their third job by the age of 25.
• Work for Singapore has seen over 2,400 individuals born after 1997 enroll in its Career Conversion Programmes (CCPs), up from just over 300 in 2021.
• Nathaniel Wong, 25, has had three careers: finance, barista, and trainee kindergarten teacher.

2. Motivations Behind Job Changes

• Gen Z individuals are driven by purpose, values, and aspirations in seeking a career.
• They want to make a difference and find meaning in their work.
• They are investigating and experimenting to find the right fit, considering work-life balance and expectations from employers.

3. Career Conversion Programmes (CCPs)

• CCPs are designed to help individuals transition to different sectors.
• From 2021 to May 2025, over 2,400 Gen Z individuals took part in CCPs, moving into sectors like transport and biopharmaceuticals.
• Career coaches are engaging fresh graduates early to help them plan their careers.

4. Skills and Training

• It's important for Gen Z to be proactive in acquiring skills relevant to their desired jobs.
• On-the-job training is crucial, but individuals should also possess skills that AI cannot replicate, such as curiosity, people management, and influencing skills.
• Investing in technical AI literacy is important, but uniquely human strengths should also be emphasized.

5. Employer Perspectives and Strategies

• Employers need to reframe how they view Gen Z's multiple job changes, seeing them as valuable experiences rather than red flags.
• Companies should manage their expectations, as employees are less likely to stay for long periods (5-10 years).
• Providing opportunities for learning, rotations, and increased responsibility can help retain employees.
• Creating an environment where individuals want to return is also important.
• Employers are adapting their hiring strategies and utilizing tools like contractors, alumni (boomerang employees), and AI to manage workforce challenges.

6. Impact of AI

• AI is growing fast and can replace entry-level jobs quickly.
• Gen Z needs to be purposeful in their career choices and stay in roles long enough to build skills that AI cannot replicate.
• AI should be used to enhance existing skill sets, but human skills like empathy and experimental learning remain crucial.

7. Robert Walters' Perspective (Kirstie Pollok)

• It's natural for individuals in their 20s to be curious and want to try different things.
• Gen Z should think about their purpose and build skills that add value to their career choices.
• The typical duration of employment in a company is now around one to two years.
• Employers are adapting to the changing workforce dynamics and using various tools to manage their talent needs.

8. Strategies for Building Loyalty

• Focus on rotational learning, investing in soft skills, and giving increased responsibility early on.
• Show employees the benefits of investing in the company for the long term.

9. Alternative Workforce Models

• Building long-term strategies around ecosystems of freelancers, gig workers, and short-term employees is becoming increasingly common.
• This approach provides access to a larger talent pool of experienced employees willing to work on a contract basis.

10. Conclusion

The trend of Gen Z job-hopping is reshaping the employment landscape. To navigate this shift, Gen Z individuals should focus on developing a clear sense of purpose, acquiring relevant skills (including AI literacy and uniquely human skills), and strategically planning their career moves. Employers, in turn, need to adapt their expectations, offer opportunities for growth and development, and explore alternative workforce models to attract and retain talent in this dynamic environment.