Why your best talent is leaving before their first work anniversary?

For far too long, organisations have approached transformation through the lens of processes, tools, and upgrades. But as the workplace enters a phase of deep generational and technological transition, the most critical shift lies in how we think about leadership and careers.

Let’s face it. The generational transition isn’t far; it is already here. A Cake.com post mentions that by 2030, Gen Z will account for 30% of the workforce. And yet many organisations still operate on outdated frameworks built for another generation.

The real disconnect is not about Gen Z being difficult, but leadership being out of step. In a recent conversation with Pushkar Bidwai at People Matter’s Humanscope podcast, I had said, Gen Z doesn’t want careers—they want platforms. When I said that, I was pointing to the core thought process of the modern generation. For this generation, a career is no longer a 10-year plan—it is a dynamic path shaped by opportunities to experiment, build, learn, and collaborate. This generation grew up in a world where they can launch side hustles, learn from Discord, invest via Telegram, and create influence through content. Then, why wouldn’t they expect the same agency from their workplace?

This generation isn’t chasing job titles; they are chasing impact. And they are not alone. When I say, ‘platforms’, I am pointing to something bigger than flexible hours or remote work. I am talking about ownership. The most compelling workplaces don’t just offer perks or promotions. They offer space to experiment, fail, learn, lead, and co-create. These are the cultures where emerging talent thrives.

These are not just quotable moments—they are signals. Indicators that the workplace isn’t suffering from a tech problem or a talent shortage. It is suffering from a leadership lag. Because while 78% of HR leaders say they are change-ready, a staggering 65% are at risk of missing the mark if they don’t make transformation people-centric and tech enabled. Truth is, we have built systems that no longer serve the people we claim to be building for.

Think about it: most companies still hire for fixed roles with little or no room to grow or move laterally. Talent marketplaces are rare and internal mobility is underdeveloped. And, growth still means ‘up’ and not around. So, when 65% of Gen Z employees consider leaving their jobs within a year, it is not about disloyalty—it is about the lack of opportunity.

But here is the catch: this shift isn’t Gen Z’s job to drive; it is the leadership’s responsibility. Culture won’t change if only five people are considered innovative. No amount of innovation labs or learning budgets can offset passive leadership. Transformation demands more than executive sponsorship; it calls for active, visible, and accountable leaders.

This is backed up by the fact that while 78% of CEOs expect their CHROs to lead business transformation, less than a quarter of CHROs report having the decision-making authority or board alignment to do so. This disconnect cascades down, leaving organisations stuck between ambition and inertia. Thus, in an increasingly matrixed, hybrid, and cross-generational era, the leaders who will make the most impact are those who understand systems thinking, cultural dynamics, and the power of co-creation.

That’s the true cost of leadership in today’s world: not directing the future, but creating the conditions for others to shape it. When platforms replace ladders, when collaboration replaces control, and when leaders show up not to manage but to participate—that is when transformation becomes real. Remember, Gen Z isn’t waiting for permission to lead. The only question is—will today’s leaders make space or stay in the way?

— Shayan Hazir, chief digital officer, HSBC.