Young employees are often viewed as “restless” and keen to change jobs frequently. But just how loyal or disloyal are today’s youths?
South African online research company InfoQuest recently conducted a study of youths aged between 18 and 34 to gain insights into their career movements as well as their feelings towards their employers. The survey had 300 participants, from various demographic groups.
The study found that among those aged 18 to 24, 73% had held more than one job in their lifetime.
Twenty-seven percent of the participants in this age group were still in their first job, versus just 8% for those in the 25 to 34 age category, which is understandable given that the latter group has been in the workplace for much longer.
But then things get interesting. Fifty-nine percent of the younger group had held between two and three jobs in their lifetime, versus 57% for the older group, despite the latter having been in the workplace for much longer.
However just 11% of the 18 to 24s had held between four and five jobs, versus 25% for the 25 to 34s.
When it comes to loyalty to their employers, today’s youth differ significantly from previous generations, the survey found.
Among the 18 to 24 age category, 54% indicated a high degree of loyalty to their current employer, versus 58% for the 25 to 34 group.
“This is concerning as it indicates a less invested workforce, potentially leading to lower productivity and loss of institutional knowledge,” InfoQuest said.
Among the entire youth group, aged 18 to 34 years, males were found to be less loyal, at 56%, compared to 58% for females.
Among the regions, Gauteng residents were found to be the least loyal at 47%, versus 52% for those in KwaZulu-Natal and 55% among Western Cape residents.
“As Gauteng is South Africa’s economic hub, the abundance of job opportunities may encourage young people to switch jobs frequently in pursuit of better salaries and career advancement,” InfoQuest said.
Despite the prevalence of job hopping, which could very easily be attributed to the lower salaries that youths tend to earn and the quest for betterment, an overwhelming majority of the survey participants expressed a positive attitude towards company leadership.
Most youth agreed that their leaders provided clear direction, made well-informed decisions, empowered staff, and were honest and ethical. The lowest score for leadership attributes was for the perception that leaders genuinely care about their staff, although this still garnered over 80% agreement.
But could the lower levels of loyalty among the younger generation actually present an opportunity?
“Clearly, organisations seek committed employees to ensure continuity, build a deep skill set, and lessen negative impacts on team dynamics. Additionally, there is a cost associated with hiring new candidates. However, young job hoppers can wind up with a surprisingly diverse toolbox,” Managing Director of InfoQuest Claire Heckrath says.
“Each new position exposes them to fresh technologies, software, and work styles. They learn to adapt to different company cultures, navigate new office politics, and potentially pick up new languages or industry-specific knowledge.
“This broadens their understanding of how businesses function and equips them with a wider range of skills to leverage in their future careers. They become adept at learning on the fly and becoming valuable assets capable of contributing across different areas.”
This combination of tech-savviness and spirit of innovation could prove crucial for driving economic growth and keeping South Africa competitive in the global market, Heckrath concludes.
IOL