Why Gen Z isn't sticking around for toxic workplaces and how employers can adapt

The workplace landscape is changing rapidly, with younger and older employees viewing their careers differently.

Younger workers, in particular, are far more likely to head for the exit door when they feel exhausted or realize they are underpaid.

For Florence Wangari, this reality became clear when she joined a well-known food chain store after three years of self-employment. 

Although the job came with good pay and the prestige of working for a renowned brand, she admits she overlooked some warning signs. 

“It was an opportunity for me to work in a different field with a good pay. I was to report after a day, which I didn’t think too much about, but looking back it was a glaring red flag,” she recalls.

Once she reported to work, she quickly noticed that there was little to no orientation. Instead of being properly introduced to her new role, she was simply shown her workstation and told the reporting time. 

Moreover, she discovered she was expected to work alone in her section, and because she was still new, she was not given any off days. 

“I didn’t have a problem working for a month without my off day, but working nonstop was draining since sometimes I used to work overtime,” she explains.

The toll was both physical and emotional. Wangari reveals that most of the time she would get home too tired to even cook, often sleeping on an empty stomach.

When she finally confided in her parents that the job was overwhelming and she wanted to quit, they initially resisted. 

“My parents encouraged me to be patient and wait for things to get better, but at first they thought I didn’t want to work. I tried to push more, but I had given everything and I had nothing to give back,” she says. 

In the end, the exhaustion won, and Wangari quit the job after only one and a half weeks without pay.

Her experience highlights the growing expectations of young employees, something employers like Jackson Mwaniki, an entrepreneur, have had to adjust to.

Managing a workforce made up mostly of young people, Mwaniki explains that he focuses more on results and productivity rather than rigid schedules. 

“Flexible time is key. People don’t have to come at 8 a.m., but they must achieve their targets. Someone doesn’t have to report to the office in the traditional way we know come at 8, leave at 5. You don’t have to come to the office; all you need are results,” he emphasizes.

To keep his team motivated, he also minimizes unnecessary meetings, preferring to call them only when absolutely necessary. 

“I have cut down on meetings, physical ones especially. Meetings only when very necessary, I don’t call them every other day,” he adds. 

This approach reflects a broader shift in how employers must adapt to maintain loyalty among younger employees who value flexibility, results-oriented work, and a healthier work-life balance.