Gen Z ‘lily padding’ forces UK employers to rethink careers

La Fosse has urged UK employers to change how they design career progression as Gen Z workers increasingly move between roles rather than follow traditional promotion ladders.

A technology talent specialist has identified a growing trend among younger employees known as 'lily padding'. This approach involves moving between jobs, teams, or projects based on personal growth, flexibility, and a sense of purpose. La Fosse suggests this shift poses a significant retention risk for employers who maintain rigid work policies and narrow career progression tracks.

The argument comes as job search activity rises around the start of the year. La Fosse pointed to survey findings that one in ten UK workers is considering resigning in January. It also cited Google search activity for "new year, new job", which it said has risen 90% over the past 30 days.

Lucy Kemp, Brand Director and an employee experience specialist at La Fosse, said the shift reflects a change in how younger workers define advancement.

"This is about ambition being redefined," said Lucy Kemp, Brand Director, La Fosse. "Gen Z employees want growth, but on their own terms, with control over how, when, and where they develop."

Gen Z mix

La Fosse based its comments on insights from its Gen Z report. The company said the report surveyed more than 2,000 Gen Z employees about aspirations, preferences, and needs. It also cited an estimate that 58% of the global workforce will be Gen Z by 2030.

The company said the "lily pad" approach does not mean employees avoid responsibility. It said younger workers make strategic role choices that reflect personal and professional goals. La Fosse also highlighted what it described as a stronger focus among Gen Z women on balancing career planning with wider life priorities.

Kemp framed the shift as a management challenge that requires different approaches to development and recognition.

"Gen Z's entry into the workforce isn't just another generational shift," said Kemp. "With unique communication styles, progressive values, and enormous creative potential, they require managers who actively recognise their talents, nurture skills, and help lay strong foundations for their future influence on businesses."

Retention risk

La Fosse said its research indicates inflexible work practices drive role changes. It said 72% of Gen Z have either left or would consider leaving a role due to inflexible work policies. It also said 82% of respondents emphasised personalisation in their work environment, and 54% want to start their own company.

Kemp said some employer career frameworks no longer match those expectations.

"Traditional promotion structures and rigid career paths no longer meet Gen Z's expectations, leading to disengagement and higher staff turnover," said Kemp.

She also linked the issue to gender and long-term planning.

"Women, in particular, view the concept lily padding as a strategic necessity - they are planning for a career-life balance in ways previous generations didn't need to consider. Employers who don't accommodate that may miss out on ambitious, high-potential talent," said Kemp.

Five changes

La Fosse set out five steps it said employers can take to respond. The first focuses on what it calls flexible career pathways. The company said employers should make side moves and project-based assignments part of recognised progression, rather than treating them as detours.

"Flexible career pathways recognise that people grow in different directions at different times," said Kemp. "Some will want to take side moves to build new skills, others might support different teams on short-term projects, and some will want to develop leadership capability through mentoring rather than formal management roles."

Kemp said employers should also account for life events that affect work patterns.

"There are also moments in life, like returning from parental leave, where a different role or team might better support someone without derailing their progression. When employers make that possible, they show that ambition and flexibility don't have to be conflicting," said Kemp.

The second step focuses on leadership roles. La Fosse said traditional full-time management posts may not appeal to a cohort that often values autonomy and may seek entrepreneurship. It proposed rotational, part-time, or portfolio leadership models.

"Gen Z seek leadership on terms that make sense for their lives," said Kemp. "They're looking for freedom, independence, and financial reward that matches the level of responsibility.

"Traditional leadership roles can clash with personal priorities, making people choose between career growth and life outside work. Offering rotational, part-time, or portfolio leadership opportunities lets employees lead while maintaining balance, and keeps organisations developing future leaders without forcing people into rigid structures," said Kemp.

The third area is purpose-driven work. La Fosse said Gen Z employees look for projects aligned with their values and interests. It also said 78% of Gen Z reported missing out on developing certain interpersonal skills due to predominantly virtual early-career experiences.

The fourth recommendation focuses on rewards and recognition. La Fosse said promotions and pay do not operate as the only motivators for Gen Z. It pointed to mentoring and training opportunities as alternatives. Kemp also criticised what she described as superficial rewards.

"Gen Z employees are looking for authenticity in how they're valued, not easy perks that feel like a box-tick. They want recognition and support that aligns with their personal and professional goals, giving them the freedom to shape their own career journey," said Kemp.

The fifth step focuses on continuous learning and more frequent check-ins. La Fosse said 85% of Gen Z view continuous learning as essential. It also said 70% would benefit from more frequent touchpoints beyond an annual review. Kemp said managers should use regular conversations to match goals with training and opportunities.

Career mobility

La Fosse said the "lily padding" approach is likely to shape how companies compete for talent over the next few years, particularly as younger workers form a larger share of the labour market.

"Lily padding isn't a trend - it's the future of work. Employers who cling to traditional ladders risk losing talent. The key is to create a lily-padding style environment within your organisation, where employees can move between roles, explore new challenges, and grow their skills, without leaving entirely. By offering flexibility, personalisation, and meaningful development opportunities, organisations can retain ambitious employees, cultivate high-performing teams, and stay competitive in an evolving workforce," said Lucy Kemp, Brand Director, La Fosse.

La Fosse said employers will face increased pressure to rethink progression frameworks as Gen Z moves towards becoming the majority of the workforce by 2030.