This year marks the debut of post-90s employees in the workplace. A recent Fudan University survey reveals that the overall resignation rate among post-90s workers reaches a staggering 30%. Their reasons for quitting are diverse: poor cafeteria food, heartbreak, marriage, unwillingness to work overtime, or even lack of internet access in dormitories. This new generation of employees, known for their impulsive departures, leaves many employers struggling to cope.
Traditional stereotypes portray workplace newcomers as humble learners, down-to-earth individuals eager to tackle dirty or tedious tasks. Yet the arrival of the post-90s generation, while injecting fresh energy into the workplace, has also shattered these fixed notions about new employees.Characterized by unclear career goals, low stress tolerance, and weak sense of responsibility, post-90s workers frequently switch jobs. Their resignations have evolved from individual choices into a hot public topic.
While resigning is a personal freedom and not inherently wrong, excessive job-hopping not only causes significant losses for employers but also hinders the career development of Gen Zers themselves. It further intensifies the already fierce job competition, becoming a source of social disharmony.The tendency of post-90s workers to "walk out the door" not only leads to tangible cost losses for employers, resulting in labor losses and increased hiring expenses, but more critically, the frequent resignations of newcomers to the workplace also create negative psychological effects on those who remain, hindering improvements in work performance.
The drawbacks of the post-90s generation's high turnover rate are evident. However, if this is considered a "fault," the blame cannot be placed solely on the post-90s generation. At its core, job-hopping is not merely an economic phenomenon but is embedded within social network structures, rooted in profound societal causes.From the perspective of social role-playing, leaving a job signifies both the end of role obligations and the dissolution of role norms, leaving only the assertion of role rights.
With the awakening of rights consciousness, Generation Z has become more sensitive to work matters directly affecting their interests. When reality falls far short of salary expectations and anticipated growth opportunities, psychological dissonance becomes pronounced;When employers raise entry barriers, leading to underutilization of talent and ineffective application of skills; when personal traits clash sharply with organizational atmosphere, corporate culture, or management styles; and when practical obstacles prove difficult to overcome in the short term, post-90s individuals often choose resignation as a decisive means to detach from existing social networks and rebuild a new professional platform.
How strikingly similar this is to the fable of "The Crow's Migration"! A crow that refuses to change its voice will remain unwelcome wherever it migrates.Similarly, for post-90s individuals to thrive in the workplace, the practice of "hopping from one job to another" cannot be sustainable. Instead, they must establish clear career goals, effectively manage time conflicts and role tensions, and achieve a reasonable balance between expectations and reality.
In today's era of heightened social mobility, neither employers nor society at large should view the high turnover rate among post-90s workers as a "monster to be feared." Employers must respect the interests of post-90s employees, prioritize human-centered management, strengthen incentive mechanisms, and improve workplace ecosystems. Meanwhile, post-90s employees should transform their workplace mindset and enhance self-regulation. Only when both sides act as active agents will the turnover rate steadily decline.