Making Jobs Exciting and Meaningful: More Than a Hong Kong Challenge

As socioeconomic and technological conditions change, so do the attitudes and career aspirations of the younger generation.

Joe Ngai, Greater China Chairman of McKinsey & Company, talks about key issues big businesses need to address in order to adapt.

Not long ago, a stable job with a steady paycheck was the ultimate career goal. Climbing the corporate ladder used to be a mark of success, as was securing a lifelong position. But today, the narrative is changing rapidly. Stability and seniority are declining in appeal, while purpose, passion, and personal growth are becoming the new markers of a fulfilling career.

Socioeconomic factors and technological advancements are reshaping today’s social values, and traditional corporations are struggling to keep up. In a conversation with Youth Hong Kong, Joe Ngai, Senior Partner and Greater China Chairman of McKinsey & Company, speaks of alternative career paths, Hong Kong’s work culture, and the challenges facing companies.

New Trends in Employment

When discussing generational shifts in work culture and career perspectives, Mr Ngai highlights the way in which each generation thinks of itself as fundamentally different from the previous one. “Every generation has this feeling that ‘I’m different. ’”

One of the most pronounced changes today is the way in which technology is shaping behaviour, outlook, and – most importantly – the way we interact. He notes the way in which young people connect today is driven by technologies, such as short messaging and social media, and how this has led to a decline in face-to-face interaction. “Older generations believe in the importance of looking people in the eye and having real conversations in order to build up relationships. I don’t think young people see that as important at all.”

Furthermore, when the environment and the way people exchange information change, a new lifestyle, mindset and employment culture emerge. Unlike previous generations, which saw limited and structured career options, young people today are exposed to more information and a wider range of possibilities. “In the past, it felt like only a few career paths were available. But now, the digital world has unleashed a lot of alternative career pathways.”

He adds that in mainland China, KOLs (Key Opinion Leaders) have the best jobs. The role is more cost-effective and has higher margins with a broader reach than marketing in a physical business. In ways such as this, traditional career structures are gradually being replaced by more flexible and unconventional opportunities. “Maybe careers like this are not an alternative. They have become mainstream.”

As a result, the gig economy, which features short-term, flexible jobs, is also on the rise. People make money through a variety of projects and tasks rather than having traditional employer-employee relationships. This new form of employment has also impacted conventional values. He says this implies a mindset whereby workers would say, “I don’t think about employers, I don’t think about loyalty, I don’t think about career paths. Instead, I think about how to continue excelling in finding jobs, projects, and employment opportunities out there.”

During the COVID-19 pandemic, working at home became common, so it was possible to work on three jobs at once by jumping between screens. Mr Ngai thinks this new form of flexibility also challenges traditional norms. Indeed, young people seem to embrace it. “We might accuse them of seeming to need less security, but in fact, they seem comfortable in a more fluid world with less stability,” he says, adding that compared to the previous generation, today’s young people appear to be less conservative, more adventurous and confident.

A striking example is how young professionals will nowadays leave McKinsey without new jobs “They don’t worry much. They think, ‘I’ll find something later. It’s time for a break, time to do something different,” observes Mr Ngai. This sense of freedom and confidence in an unstructured career path is something most of the older generation struggles to understand.

The Hong Kong Picture

When zooming into the Hong Kong context, the city’s employment culture presents a unique set of strengths and challenges.

Having long been recognised for its efficiency and strong work ethic, the city’s workforce is known for being highly productive and efficient, with employees priding themselves on their ability to get things done quickly and effectively. “In Hong Kong, people walk fast, talk fast, and work fast. Efficiency is a hallmark of what we do,” Mr Ngai notes. “People may not always enjoy working, but they respect it. This spirit is one of the reasons why Hong Kong became Hong Kong.”

However, despite these advantages, Hong Kong faces several challenges. Retaining personnel and inspiring loyalty in a young workforce are examples. Another key issue is the limited opportunity for career mobility within local companies. The chance to travel, relocate, work abroad, and gain diverse experiences is also restricted.

Additionally, the city’s service industries are maturing, and with economic growth slowing down, young people can see little chance of changing their socioeconomic status. “They don’t see the same rapid expansion or the same opportunities that previous generations had. Growth areas are harder to find,” he notes. This shift has impacted perspectives and career ambitions, and as society reaches this “middle-income plateau,” he is worried that the younger generation is becoming more focused on personal fulfilment than ambition.

Indeed, as upward mobility becomes more remote, the word “ambition” tends to embody negative connotations. Mr Ngai is worried about such a shift in social perceptions. It means young professionals are no longer driven by the idea of material wealth. Instead, they embrace the concept of enjoying life and “living life their own way.”

“Lying flat” (躺平, tang ping) is a lifestyle trend that emerged in mainland China around 2021. It is a form of passive resistance or protest against the intense pressures of modern life, particularly in China’s highly competitive society. The term originated in a viral post on Chinese social media by a man named Luo Huazhong. He declared that he was choosing to “lie flat” and opt out of the relentless pursuit of career success, material wealth, and societal expectations. It reflects the questioning of traditional success narratives, high living costs, stagnant wages, and limited upward mobility, which have created feelings of disillusionment.

Rethinking Work

These cultural shifts also present challenges for traditional corporate structures and the career paths they offer. As organisations adapt to these evolving expectations, Mr Ngai thinks they must rethink conventional workforce management strategies to align with the values and work styles of the next generation.

The way to tackle this is to provide exciting jobs, where young people can learn and experience. “I think many people want variety; people get bored; people want wider experiences. If employers, in a very traditional way, only offer a career path that looks very vertical. I’m not sure how many young people will stay longer than two or three years, let alone after 20,” he points out.

Although the definition of an exciting job varies among individuals, he thinks companies should think about offering more horizontal positions that give opportunities to learn and grow. For those who want to take a break from work, companies should think of offering sabbaticals every few years. For those who seek continuous learning, companies should provide opportunities to gain new perspectives and experiences.

Vertical career paths involve climbing the corporate ladder through promotion, moving up through the ranks, gaining more responsibility and getting better pay. Lateral or horizontal career growth focuses on developing skillsets in various fields but not necessarily on being better paid.

Businesses today are not offering energising opportunities or creating the impression that they are inspiring places to work.

In an era of economic uncertainty and limited market opportunities, encouraging young people to pursue their passions while also being more ambitious is a pressing challenge. The responsibility falls on employers, educators, parents, and social workers to create an environment where young professionals feel inspired and supported.

Mr Ngai is concerned that Hong Kong’s slow-moving corporates are not providing a work environment where young professionals can thrive. “I think we’re failing at that. Businesses today are not offering energising opportunities or creating the impression that they are inspiring places to work,” he says, explaining that this challenge is not unique to Hong Kong but a global phenomenon.

One of the key issues is the nature of corporate jobs. They need to involve fewer unnecessary tasks. Mr Ngai emphasises the potential of emerging technologies such as generative AI to reduce bureaucratic inefficiencies, eliminate meaningless work and make jobs more engaging. If used properly, technology could get rid of tasks that don’t add value. “Wouldn’t that be a great thing? Young people would be happier, society would be more efficient, and work would be more inspiring.”

Beyond corporate inefficiencies, he also highlighted the slow-moving nature of change in the education sector. It is not quick to adapt to changes in the industry, and this affects the level of young people’s career preparedness.

Planting Seeds of Change

Looking ahead, Mr Ngai hopes it will be possible to make jobs and careers more interesting by removing some of the bureaucracy and leveraging technology to improve work-life balance. “But what I fear will happen is that most companies won’t embrace such change. Many are too used to their current way of working and are reluctant to adapt. That will result in missed opportunities.” However, if only some industry leaders were willing to plant “small seeds of change,” that could lead to bigger change.

He stresses the importance of initiating conversations with those who believe in their ability to effect change in order to inspire a future workforce, filling them with the excitement and energy that comes with doing new things. He concludes on a positive note by reflecting on examples of such forward-looking people. “My hope is that the small seeds of change they sow will lead to a much bigger movement with greater influence. Bit by bit, I see this happening.” ■