For many Generation Z workers, a job isn’t a career — it’s what they would call a “situationship,” a temporary arrangement with no long-term commitment.
That’s according to a survey of 1,008 professionals conducted by invoice factoring service Gateway Commercial Finance. Researchers found nearly 6 in 10 (58%) Gen Z respondents described their current role as a “situationship,” a short-term job they never intended to stay in for the long term. Of those planning to leave their roles, nearly half (47%) said they expect to exit within the next year, and half of that group said they’re ready to quit at any moment.
Gen Z, those born between 1997 and 2012, has entered the workforce in an environment marked by economic uncertainty and skepticism about long-term institutional promises like ROI on their college education, individual home ownership and the availability of Social Security benefits.
Though efforts have been made for the future income of Generation Beta, those born between 2025-2039, Gen Zers started their careers in a transformation of the essence of corporate America and amidst major uncertainties. The result, as researchers indicate, is a cohort of workers with a transactional approach to their careers, often choosing flexibility and short-term gains over traditional values like perks and job security.
Short tenures mean real costs
Gen Z tenure is extremely low. The survey revealed that the average job tenure for Gen Z professionals is just 1.8 years. Their attitude towards leaving is also untraditional, as nearly a third of Gen Z employees (30%) have “ghosted” an employer, quitting without any notice or explanation.
The two-week notice period, a post-World War II human resources implementation that has entrenched itself in corporate ethics, isn’t resonating with younger employees, as some thought leaders argue that it is not owed because it is not reciprocated by the employer. While that behavior reflects changing values around job loyalty, it also presents business leaders with a serious material human capital risk.
From a finance leader’s perspective, high turnover carries a direct cost. Every short-lived hire means lost onboarding expenses, lost productivity and added pressure on teams forced to pick up the slack. As Gen Z enters mid-level positions and eventually into leadership roles, retention is no longer just HR’s problem. It can develop into long-term margin pressure, particularly if Gen Z’s habits trickle into future generations in the years to come.
Though the idea of changing jobs frequently, known as job hopping, has recently been labeled as a way to grow salary quickly, Gen Z job-hoppers report lower levels of satisfaction than their more tenured peers. Job hoppers are 65% more likely to report feeling burned out (38% vs 23%). Non-hoppers also have better work-life balance, job satisfaction, mental health and financial stability. For CFOs, that kind of disengagement often means spending more on hiring, training and covering for people who burn out or leave too soon.
This shift in tenure and dip in engagement puts pressure on workforce planning, the sustainability of current staffing models and the long-term dependency of leadership pipelines. Data indicates that down the line, finance leaders will need to build more flexibility into predictions around labor costs, rework retention benchmarks and ensure that short cycles of employment throughout the organization don’t erode areas like the organization's mission and its institutional knowledge.
Salary transparency and job stability
Multiple datasets, including Gateway research, have indicated that those in Gen Z can see through the corporate jargon that can often cloak the foundation of the employee-employer relationship. To them, it's about the lifestyle and the money.
Less than half (46%) of Gen Z workers said they believe staying loyal to one employer is rewarded in today’s job market. That skepticism is reshaping how they view compensation and career paths. In unrelated research on a similar topic from earlier this year, 71% of Gen Z workers said salary transparency is essential, and 58% said they won’t apply to jobs that don’t list a pay range. Many are also more comfortable discussing pay with co-workers, creating friction in workplaces where more tenured leaders may view those conversations as workplace taboo.
That same report also showed that some Gen Z professionals are supplementing their income through areas like OnlyFans streaming and online gambling. This shift reflects a broader rethinking of financial independence, job loyalty and what “stability” really looks like. Even some of the top-performing Gen Z workers are bypassing traditional finance and accounting roles entirely in favor of pursuing entrepreneurship. Other Gen Zers are likely still interested in corporate roles and leadership positions if it comes with transparency, mentorship and meaningful impact.
What CFOs can do
Leadership, particularly those involved in the hiring process, plays a big role. The Gateway Research study found that only 25% of hiring managers say they view short tenures on Gen Z resumes as a red flag. However, 36% said they’ve already chosen not to hire a Gen Z candidate due to concerns about job-hopping.
Still, many employers are adjusting their approach. The most common retention strategies include offering flexible schedules (48%), establishing clearer advancement paths (42%), expanding mentorship programs and benefits (34% each) and providing raises or bonuses (25%).
CFOs have a key role to play in enabling those strategies. Budgeting for retention programs, measuring the ROI of employee engagement efforts and partnering with HR in any fashion must now involve those making decisions within the finance function. Unless finance leaders adapt to these changing dynamics, the “situationship” mindset may remain the default for Gen Z and the incoming generations of workers.
