K3 Insights

It’s no secret that today’s emerging workforce has a different approach to career building, in contrast to the generations that have come before them. They’re more likely to switch roles, seek out purpose-driven work, and prioritise growth over loyalty to a single employer. In New Zealand, statistics indicate that the median job tenure among younger workers is relatively short. For employees aged 15–24, median tenure is under 1 year, while those aged 25–34 typically stay in a job for around 3 years. 

While this shift may make some leaders question the value of investing in them, the truth is that development and support for younger employees remains critically important. Even if they aren’t planning to stay with the same company for 5+years, the return on investment delivers real value, from improved performance to stronger team culture.

1. Fresh Perspectives and Fast Learning
Younger employees have grown up in a world of rapid change, and they’re used to adapting quickly. Whether it’s learning new tech, embracing new systems, or questioning “how it’s always been done,” they naturally challenge the status quo. 

Investing in their development equips quick learners with the tools to make an impact from the outset. Their ability to rapidly absorb new information and approach challenges with fresh eyes often reveals solutions others might overlook. For example, a recent graduate in IT might quickly master a new software platform and suggest features that better meet user needs, or a junior policy analyst could spot trends in data that prompt a timely shift in strategy. With the right support, these fast-learning, curious minds can inject momentum and fresh thinking that ripple across the organisation.

2. Short-Term Contribution, Long-Term Impact
Even if younger workers don’t stay for long, their contributions can leave a lasting mark. Supported well, they inject fresh ideas and energy that ripple through systems, influence culture, and shape future hires. Investing in their development helps future-proof your organisation, far beyond their time on the payroll.

With these new perspectives and experiences, they introduce fresh ways of working and ideas that strengthen team and organisational processes for the long term. For example, a graduate in finance might implement a new digital tool that automates reporting, freeing up senior staff for more strategic work. A short-term communications assistant could develop a social media campaign that continues to attract customers well after their contract ends. Even a summer intern in operations might map out a more efficient onboarding process, reducing future training time for new hires. These improvements remain embedded in the organisation, ensuring their impact lasts long after they’ve moved on.

3. Investment Builds a Reputation
Word travels fast among younger professionals, and nobody wants to be on the “Do Not Work Here” list. Companies that genuinely invest in early-career employees gain a reputation as great places to work, building an employer brand that helps attract motivated, talented people again and again even if they come and go. And when they do go, they’ll remember how they were treated during their time in your company and may go on to refer others into your organisation. Or they might become a customer, supplier, or strategic partner, entering your ecosystem with goodwill already established.

A good reputation not only attracts new talent but can attract returning talent – meaning that once someone does leave and gains further valuable knowledge, they could be open to returning at a later date, with even more experience to contribute. 

View a leaver as someone simply moving on to the next stage in their journey, still part of your extended ecosystem. They might return, refer others, or become your future client, supplier, or advocate. That’s the power of leaving the door open with respect and goodwill.

By investing in a ‘shorter term’ workforce, you’re not just meeting today’s needs, you’re shaping the future of your organisation. The relationships you build now might be exactly why top talent, partners, or clients come knocking later.

So, how do you invest meaningfully in this moving workforce? Look out for three practical ways in part 2.