Career development The stability illusion
April 7, 2026 - 8:48 PM
The stability illusion: why early careers retention looks stronger than it really is
At first glance, LHH’s new research on early careers suggests a positive outlook for the retention of Gen Z employees within many organisations. They are seeing fewer employees actively changing roles compared to previous years, with 42% of early careers employees saying they are very likely to stay with their current employer over the next 12 months.
But beneath this headline stat, there is evidence to suggest that today’s retention amongst early careers employees is often driven by hesitation rather than a genuine commitment to their employer.
Stability doesn’t always mean loyalty
Economic uncertainty, low number of open vacancies, and rapid technological changes are all shaping how early careers professionals are thinking about their careers.
Our research shows that 21% of early careers employees say that the main reason they remain in their current role is a lack of opportunities elsewhere, while 13% cite the uncertainty of changing roles in these current economic climate is making them stay in their current role.
With recent ONS unemployment stats revealing that Gen Z are more unlikely to be out of work, those with a job are staying with their current employer, not because they feel strongly connected to their organisation, but because of job security.
This provides employers with a window of opportunity to actively invest in the career development of their early careers by engaging with them to identify their career aspirations and what opportunities can they explore within the organisation.
With even a small positive shift in market confidence likely to trigger early careers professionals to look for external opportunities, actions taken by employers now can improve future retention.
FOMO
Our research reveals that 45% of early careers employees say seeing their peers leave the organisation will make them consider leaving too.
This creates a ripple effect and can shape how others early careers professionals view their own future in the organisation.
- What opportunities did they see that I’m missing?
- Do they know something about the organisation that I don’t?
This isn’t unique to early careers, but if organisations do not have the culture and values that supports internal career development, or engaged line managers who can have career conversations with their team, it may get other employees thinking about external options.
This strengthens the case for active internal career development where employees can see a clear path forward and feel that there are opportunities to develop themselves within the organisation.
Build stability that lasts
If organisations want to move beyond this stability illusion, they need to focus on creating reasons for people to stay which can be achieved by:
- Creating visibility around internal career progression - help early careers employees understand how they can grow within the organisation.
- Encouraging regular career conversations touch points throughout the year.
- Equipping line managers to support development and ensuring they can guide employees through their early career journeys.
Early careers professionals are motivated to learn, grow and contribute. When organisations actively invest in the career development of its people, they can help them build meaningful careers within the organisation.
Building future talent that stays and performs research
This insight and stats are taken from LHH’s new career development research.