HR Coach Elaine Dutton on why the iGaming sector must rethink its approach

The new generation of employees knows what it wants and won’t settle for less. As iGaming companies face rising expectations for flexibility and purpose, Dean Muscat asks whether this so-called brain drain is really a shift in mindset – and what employers can do about it.

The Great Resignation. The Big Quit. Call it what you want – it was one of the most headline-grabbing job trends of recent years. After months of pandemic lockdowns, many workers found themselves freed from strict office hours and the ever-watchful eye of the boss, and got used to a more flexible way of working – one that fit around their lifestyles. And when offices reopened, millions decided they simply weren’t going back.

In August 2021 alone, 4.3 million Americans resigned – the highest single-month figure since records began in 2000, according to NPR.org, an American independent non-profit media organisation. Europe saw similar patterns in the first quarter of 2022, with resignations hitting roughly 2.7 per cent of the workforce – levels that European Data Journalism experts noted were on par with US peaks.

The surge has since cooled, with talk shifting from a Great Resignation to more of a Great Reshuffle. But the factors that many people cited for walking out, including burnout, lack of flexibility and uninspiring work, haven’t gone away. In fact, they’re now front and centre for Gen Z, the latest generation shaping the workplace.

In the iGaming sector – a notoriously competitive sector with constant employee flux – these shifts feel especially critical. Many HR professionals observe that high turnover has long been part of the industry’s rhythm. Yet Gen Z’s expectations are pushing employers to rethink how they attract and retain talent.

Elaine Dutton, an HR and Leadership Coach with Fractional HR Malta, notes that one of the biggest misconceptions is that flashy benefits or high salaries are enough. “One of the biggest myths about Gen Z is that flashy perks or big salaries will win them over. But the truth is, they’re not just chasing jobs, they’re looking for a 360-degree alignment where their career fits snugly with their personal goals and lifestyle.”

For many employers, adapting to these expectations has proven challenging. Job-hopping has become commonplace among younger workers, particularly where clear progression paths are lacking. But rather than viewing this as a lack of loyalty, Ms Dutton urges companies to understand the broader context influencing Gen Z’s decisions.

“Top of the list is whether they will be able to afford housing and to have a family while maintaining a reasonable standard of living. Any interviewer has to keep these realities in mind. It’s not just about recruitment as a process but understanding what that person is bringing to the table, not only in terms of skills and experience but also the macro conditions that keep them awake at night.”

As industries evolve and generations collide, tensions can arise. Different age groups bring different expectations, work styles and communication preferences. According to Ms Dutton, bridging this gap begins with awareness.

“First off, Gen Z expects micro-feedback and constant learning. Unlike Millennials, who appreciated structured check-ins, Gen Z thrives on short, frequent, even chat-based feedback. Think of it as an ongoing conversation, not a scheduled meeting.”

She highlights that this generation is also highly independent and prefers learning through experience rather than instruction. “They don’t want to be told step-by-step; they want frameworks and freedom. So, if you’re offering on-the-job coaching to Gen Z employees, adapt content to be highly visual and interactive. Video always wins over text.”

And perhaps most crucially, psychological safety and authenticity matter more than ever. “Gen Z expects flexibility, balance and fair pay as a given,” Ms Dutton explains. “Now, they’re asking us to add soul to the workplace.”

Recruitment practices are also shifting. Ms Dutton reveals that even small adjustments can have a significant impact. “One of the most effective changes is moving away from rigid, formal interviews and embracing a conversational approach. Gen Z resonates with shorter, clearer processes.”

Beyond hiring, this demands a fresh look at career progression. Traditional timelines no longer resonate with the generation that grew up in the digital fast lane. “This is a generation where everything happens at double or triple speed compared to previous ones. So, let’s forget about the idea that the next promotion requires five years of tenure. With Gen Z, we need to shift from ladders to pathways, where micro-progression feels fluid and continuous.”

Ultimately, what some call a brain drain may simply be a sign of transformation. Gen Z is steering the workplace toward authenticity, flexibility and humanity – values that could benefit the iGaming sector in the long run if embraced thoughtfully.

Perhaps the real shift isn’t about losing talent, but learning how to cultivate it in ways that resonate with the leaders of tomorrow.

This interview first appeared in the iGaming Capital 2026 edition. For more information on the iGaming Capital 2026 edition or on www.iGamingCapital.mt, get in touch via email on info@contenthouse.mt or on +356 2132 0713. Additionally, readers can visit the iGaming Capital portal at www.iGamingCapital.mt to stay updated on the latest developments in Malta’s iGaming industry.