Why Gen Z Is Leaving – and How “Socialised” Learning Can Keep Them Engaged
While young people are increasingly feeling socially isolated due to working from home, organizations are discovering that putting the focus on “socialised” learning can significantly restore a sense of engagement and loyalty to their employer.
Young adults now have significantly less social contact both inside and outside of work compared to previous generations. In Europe, around a quarter of young people don’t even socialise once a week.
This trend is contributing to an epidemic of loneliness, something which employers should take seriously. The current generation is the least likely to remain loyal to their companies, with studies estimating that as many as two-thirds of Gen Z employees plan to leave their organisations within a year.
The rise of remote and hybrid work models exacerbates this issue, leading to a decline in social cohesion within organisations. Given these circumstances, organisations must take proactive steps to better engage with their younger talent, or risk losing them.
Pressure on employers
Efforts to encourage people to return to the office – such as incentives like free refreshments and massages, along with CEO mandates – have largely been ineffective. In the past, organisations often used learning and development (L&D) initiatives to bring employees closer together. However, this is no longer the case for many companies today.
Under pressure to cut costs and improve scalability, many HR and L&D teams are now investing in remote online platforms that allow employees to learn at their convenience. But, while this shift may offer benefits in terms of cost savings and the ability to reach a wider geographical audience, evidence suggests that removing the social element from learning – especially at a time when it is needed most – is a significant mistake.
At the same time, Threshold’s recent research for our White Paper Growing tomorrow’s leaders, indicates that organisations are increasingly beginning to recognise that learning can be most effective when it is socialised. Evidence shows that socialised learning promotes better engagement, collaboration, and long-term retention of knowledge, benefitting both the individual and the organisation.
To illustrate this point, let’s consider the example of two individuals – Oliver and Tamsin – who have joined their respective organisations as early-career talent.
Oliver’s experience
Oliver was thrilled to join a graduate scheme at a global professional services firm. Like so many in the early stages of their careers, he moved back in with his parents, where he primarily works online. His typical day consists of back-to-back Teams calls, although he has yet to meet most of his new colleagues in person.
To support employee development, Oliver’s firm has contracted a large online professional development platform to provide an extensive range of curated, algorithm-driven digital content. He is required to watch a certain number of video modules, and the learning management system programme tracks his progress. Recently, however, Oliver has found that these video modules often compete for his time with client-critical work. As a result, he sometimes accumulates a backlog of modules, which can feel overwhelming. When pressed for time, he can end up skimming through them quickly.
This lack of engagement in the learning process is impacting his sense of connection to the organisation.
Tamsin’s experience
Tamsin is part of her organisation’s future leaders programme. Like Oliver, she also lives at home and often works online from her bedroom. However, unlike Oliver, she belongs to a cohort of twelve individuals from various geographies, roles, and functions. This diversity fosters better connections within the organisation. The organisers intentionally limit the cohort size to twelve, as they consider this number optimal for forming meaningful bonds.
The programme focuses on discussion and problem-solving. As it has progressed, Tamsin has witnessed a strong sense of camaraderie developing within her cohort. Collaborating on challenges and discussing important issues has created a mutually supportive atmosphere.
Although her employer’s investment in Tamsin’s development is greater than in Oliver’s, the difference is not drastic. More importantly, the long-term returns on the investments in Tamsin and Oliver reveal a significant contrast.
Tamsin’s loyalty and discretionary effort have increased, and she feels a strong connection to the organisation’s culture and values. Importantly, her presence has had a positive impact on the retention and engagement of others. Tamsin has become a “force multiplier”, positively influencing her team. As Tamsin develops her emotional intelligence and enhances her listening and communication skills, the cohort-based approach will benefit both her and her team significantly.
Benefits of cohort-based learning
Tamsin and Oliver represent the experiences of early career talent in organisations we have worked with. Their contrasting experiences highlight the tangible benefits of cohort-based learning over isolated, algorithm-driven approaches and the return on investment they deliver to their respective organisations. Furthermore, external evidence indicates that cohort-based learning has additional advantages.
For instance, this approach is particularly effective in fostering strong networks within an organisation. In its study, “The Long-Lasting Benefits of Cohort-Based Leadership Development”, the Center for Creative Leadership (CCL) revealed that leaders who participate in cohort-based programmes maintain their relationships with peers long after the programme concludes. In fact, 87% of participants reported that they continue to seek advice and guidance from their cohort.
Furthermore, cohort-based learning is believed to play a significant role in shaping an organisation’s culture. A report by the Society for Human Resource Management (SHRM), entitled “The Role of Cohort-Based Programmes in Aligning Organisational Values and Leadership Practices”, found that cohort-based programmes for organisational leaders are 35% more effective in aligning leadership practices and values compared to non-cohort-based programmes.
Additionally, shared experiences in these settings tend to promote consistent behaviours and enhance collaboration among peer groups. Therefore, it is not surprising that organisations that embrace socialised learning tend to experience improved employee retention, engagement, and cultural alignment.
Shifting toward socialised learning
At Threshold, we work with our clients to shift the focus from learning in isolation to a more socialized, cohort-based approach. We’re already seeing the positive effects of this method for both individual learners and their organisations. Not only does it improve organisational outcomes but, crucially, it also significantly boosts employee satisfaction. The current generation of talent frequently feels isolated, so it is essential that we take steps to better connect them with their peers and the wider organisation before they consider other opportunities.
To learn more, download our white paper – Growing Tomorrow’s Leaders: how shifting values, technology and lifestyles are reshaping leadership development
At Threshold, we are helping our clients to ensure that their human workforce is committed, engaged and ready for the technology revolution. We do this by bringing about small shifts in line manager behaviour that make a big difference. To find out more visit www.threshold.co.uk
