Gen Z isn’t just changing how we work — they’re redefining why. Randstad’s latest research, The Gen Z Workplace Blueprint: Fast Moving, Future Focused, reveals that almost half of Australia’s youngest professionals plan to take an early career break, while only six percent intend to stay in their current job long-term.
In our chat, Angela Anasis, Executive General Manager at Randstad Australia, breaks down what’s driving this shift. She shares how Gen Z’s approach to loyalty, career breaks, and personal growth is reshaping the modern workplace — and what leaders can do to build trust, engagement, and flexibility into the next era of work.
Data shows 47% of Gen Z are planning an early career break. What’s driving this shift, and what does it tell us about how the next generation views work?
This shift is being driven by a new, intentional approach to career building. Our report, The Gen Z Workplace Blueprint, found that for nearly one in two young Australians, these breaks aren’t about burnout; they’re a conscious choice to reset, travel, or realign their goals. It’s less about stepping away from work and more about stepping back with intention.
This tells us that Gen Z isn’t afraid to disrupt the traditional career timeline. They see their career as a series of sprints and strategic pauses, rather than a single, uninterrupted marathon. Taking six months off to freelance, study, or pursue a passion project isn’t seen as a risk—it’s a strategy for personal and professional growth.
You’ve said this isn’t about burnout — it’s by design. What does intentional disruption look like from an employer’s perspective?
From an employer’s perspective, “intentional disruption” is Gen Z actively building their own career ladder, because the old one is missing a few rungs. It looks like strategic job changes, driven by a search for growth. When a role doesn’t match their expectations for progression, they are comfortable leaving.
It also looks like the embrace of side hustles and portfolio careers. In Australia, only 38% of Gen Z hold a single full-time role, versus the global average of 45%. They are finding ways to build their own security by combining jobs and seeking out new income streams, often in response to a challenging economic climate and a shrinking number of traditional entry-level roles.
How should organisations respond when loyalty looks different for Gen Z — less about time served, more about alignment and flexibility?
Organisations need to understand that Gen Z doesn’t equate loyalty with longevity. For this generation, loyalty is earned through alignment with their values, growth expectations, and lifestyle. In Australia, only 6% of Gen Z workers say they want to stay indefinitely with their current organisation, which is a clear signal that the old rules no longer apply.
To earn their commitment, employers must build a culture of purpose and transparency, offer genuine flexibility, and, most importantly, provide visible and actionable opportunities for career growth. If a role doesn’t offer this, Gen Z is comfortable walking away—sometimes within a year.
The old career ladder seems to be giving way to a career lattice. What practical changes can leaders make to keep young talent engaged and supported?
Leaders need to acknowledge that for many young workers, the career ladder is indeed missing a few rungs. To build a supportive “career lattice,” the most practical change is to create and communicate clear pathways for growth. This means investing in internal mobility programs, mentorship, and opportunities for skill development and giving Gen Z or all employees really some autonomy in developing learning pathways suited to their ambitions.
Gen Z are finding their own ways to get ahead, including using AI to supercharge their learning. Leaders can support this by providing access to modern learning tools and creating a culture that rewards curiosity and ambition. Ultimately, they are seeking employers who provide real, tangible progression, and leaders who can coach them toward their long-term goals will see the highest engagement.
What surprised you most about the findings from the Gen Z Workplace Blueprint?
The most surprising finding was the sharp paradox between Gen Z’s ambition and their stability. On one hand, they are the most restless generation, with the highest attrition rates globally. In Australia, this is even more pronounced—only 6% say they are in their jobs for the long haul.
On the other hand, they are incredibly future-focused. They are the generation most likely to consider long-term career goals when changing jobs. This reframes the “job-hopper” narrative entirely. Their movement isn’t aimless; it’s a strategic, if restless, pursuit of growth in a market where they feel they need to take charge of their own opportunities.
For companies struggling to attract or retain younger workers, where should they start — culture, flexibility, leadership, or something else entirely?
They should start by addressing the confidence gap. While Gen Z is highly mobile, our data reveals a surprising vulnerability: 52% of Australian Gen Zs don’t feel confident they can find another job, which is the highest of any generation. This is compounded by the fact that 45% feel held back by their personal background.
This tells us that while they will leave a role that isn’t right, the process is fraught with uncertainty. Therefore, the best place to start is by building a workplace that fosters psychological safety and provides clear, transparent pathways for progression. When you show young talent exactly how they can grow and succeed within your organisation, you build their confidence, earn their trust, and give them a compelling reason to stay.
