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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 a constant flux of employees – these shifts feel especially critical. As some local HR experts put it, the industry is so notorious for high employee turnover that you’ll find farewell parties every Friday at larger companies. So, are Gen Z’s demands fuelling a brain drain? Or are they pushing employers to reinvent their HR strategies and company cultures for the better?
For Gen Z, this is less about restlessness and more about rejecting the steady-as-she-goes career model of older generations. Klaudia Grzegorska, a Gen Zer at entertainment provider Bally’s Interactive, puts it bluntly: “Older generations often stayed with the same company for most of their careers. I can’t imagine that being the case for Gen Z. For us, work should support the lifestyle we want to live. We weren’t born to just work.”
Such clear job expectations also mean Gen Z is quick to spot warning signs before they even apply for a job. “The classic ‘we’re like a family’ line is an immediate red flag,” she explains. “Work isn’t family, and it usually just means unpaid overtime.”
Rather than quietly enduring misaligned roles, many are seizing control of their careers with a more entrepreneurial spirit. “Some of my friends left demanding office jobs to freelance or start their own businesses, while others were happy to move into other industries, like hospitality,” Ms Grzegorska says. “They want to clock in, do their job, and clock out, with no late-night meetings or client calls after hours. Just freedom once the shift ends.”
From Ms Grzegorska’s perspective, having navigated this reality firsthand, there’s a clear need for expectations to realign on both sides. “Paycheck, laptop and coffee are not benefits,” she points out. “Avoid age discrimination and let us be creative. Just because we’re young doesn’t mean we lack experience. Trust us to use the skills we bring to the table.”
And, to her peers seeking workplaces that align with their expectations and values, she advises: “Sometimes you need to go the extra mile, and you’ll be rewarded. If a company asks you to complete a task during the interview process, it’s usually not to exploit you but to see your skills in action. So, put yourself out there, especially on LinkedIn, even if you find it cringe. Use your creativity and things will work out.”
So, perhaps the big takeaway is that iGaming is experiencing less of a brain drain and more of a brain shift, as Gen Z increasingly seeks out authentic, flexible and human workplaces. Employers that adapt are not only rewarded by retaining crucial talent and knowledge but also by harnessing a generation of purpose-driven leaders. And with Generation AI already rearing its head, this more human element could prove to be the most important differentiator of all further down the road.
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.
