For many young professionals, the start of a career has traditionally followed a familiar pattern: secure an entry-level role, gain experience, and gradually progress through the organisation. For Gen Z, that pathway is becoming harder to access.
New research from recruitment firm Randstad, The Gen Z Workplace Blueprint: Future Focused, Fast Moving, suggests the generation entering the workforce today is doing so at a moment of profound change. Economic uncertainty, technological disruption and shifting expectations about work are reshaping early career opportunities. The result is a generation that is ambitious and highly motivated, but often uncertain about how to translate those ambitions into long-term career progress.
The disappearing entry-level job
One of the clearest trends highlighted in the report is the shrinking number of entry-level roles. An analysis of more than 126 million global job postings found that vacancies for roles requiring zero to two years of experience have fallen by 29 percentage points since January 2024. At the same time, demand for more experienced talent has remained stable or even increased in some sectors. This imbalance is creating intense competition for early career positions.
Part of the shift is being driven by technological change. Artificial intelligence and digital automation are increasingly able to perform routine tasks that were once the domain of junior employees. As a result, many organisations are restructuring roles and looking for candidates who can contribute more strategically from the outset.
This change does not necessarily reduce the need for talent. But it does alter how organisations bring new employees into the workforce and how early career experience is developed.
Ambition without clear pathways
Despite the challenges of entering the labour market, Gen Z remains strongly focused on long-term career development. According to the report, 85% of Gen Z respondents say they consider their long-term career goals when evaluating a new role, the highest of any generation.
At the same time, confidence about achieving those ambitions is often lower than expected. The research found 41% of Gen Z workers say they do not feel confident they could find another job, while almost half report having been rejected for roles because they lacked the required skills.
Many also feel that structural barriers are limiting their options. Around 40% say their personal background or circumstances prevent them from pursuing their ideal career, while a similar share believe their education has not prepared them adequately for the roles they want.
This combination of ambition and uncertainty creates a difficult starting point for many young professionals. They know where they want to go, but the path forward is often unclear.
Why job mobility is increasing
Another characteristic of Gen Z’s early career experience is high job mobility. The report shows that average tenure during the first five years of a Gen Z career is just 1.1 years, significantly shorter than previous generations at the same stage.
More than half of Gen Z respondents say they are actively job hunting, and only a third expect to remain in their current role for the next 12 months. While this trend is sometimes interpreted as a lack of loyalty, the research suggests a more pragmatic explanation. Limited career progression opportunities, rising living costs and the need for higher pay are the primary drivers of job changes.
In many cases, young workers are leaving roles because they do not see a clear path for development. The report identifies lack of progression as one of the leading reasons Gen Z employees decide to move on.
A generation shaped by AI
Technology, particularly artificial intelligence, is another defining influence on Gen Z’s working lives. The report shows that 55% of Gen Z workers already use AI to solve problems at work, the highest proportion of any generation surveyed. Half also report using AI tools during the job search process, for tasks such as preparing applications and interviews.
Yet enthusiasm about AI is tempered by growing concern. While 58% say they are excited about the technology’s potential, 46% are worried about its long-term impact on their careers.
This tension reflects a broader reality. AI is both transforming work and redefining the skills that employees need to succeed. For younger workers, this means developing capabilities that go beyond routine tasks, including problem solving, critical thinking and collaboration.
Rethinking early career development
For employers, these trends present a strategic challenge. As experienced workers retire and talent shortages grow in many industries, organisations will increasingly rely on younger employees to build future leadership pipelines.
But attracting and retaining Gen Z talent may require new approaches to career development. Organisations need to rethink traditional entry-level roles, shifting away from routine tasks and towards opportunities that develop broader skills. Clearer career pathways, structured development programs and digital-first learning environments can also help young professionals see how their roles contribute to long-term growth.
Importantly, the research shows that many Gen Z workers are eager to learn. 79% say they can learn new skills quickly, suggesting that when opportunities are available, they are ready to develop.
Redesigning the path into work
The experience of Gen Z highlights a broader transformation in the world of work. Technological change, shifting career expectations and economic pressures are altering how careers begin and evolve.
For organisations, the challenge is not simply to attract younger workers, but to create environments where they can develop confidence, skills and a sense of progression.
Those that succeed in redesigning early career pathways may find they are not only addressing today’s talent shortages, but also building the leadership capability needed for the future.
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