(Bloomberg) -- Job-hopping millennials are getting older.

Unlike previous generations of young people who eventuallysettled into a company for long-term financial security, thegeneration born between 1982 and 2004 isn’t taking the bait, anew survey shows.

“It’s much easier to talk about your own growth and careertrajectory if you express it as a literal journey betweencompanies, rather than what you did at any one company,” said MacSchwerin, a 27-year-old copywriter who has changed jobs three timesin as many years to get promoted. “It’s easier to make the claimthat you are the common denominator, that you are the one bringingsuccesses with you wherever you go.”

Most of his peers agree.

In a survey of millennials by Deloitte, two-thirdssaid they hoped to be working for a differentorganization in five years or sooner. Deloitte polled 7,500working college-educated professionals in 29countries for its fifth annual Global Millennials survey.

“Millennials have one foot out the door,” said Punit Renjen,chief executive officer of Deloitte Global.

While millennials want the same things that adults didin previous generations, namely to own homes and startfamilies, their demand for leadership skills and their willingnessto jump to a new job to acquire them is new, saidRenjen.

According to the survey, one in four millennials would quitimmediately if they had another offer. That figurejumped to 44 percent when they were asked if they wouldquit in two years.

Many young people finished school during a recessionand consequently hypercompetitive job market. Selling oneself as anasset to any company, rather than staying true to one, came tobe seen as essential for career survival.

The majority of the flight-risk set said they felt they weren’ton track to rise in their current company, and were activelylooking for their next gig.

Millennials currently represent the largest share of the U.S.labor market.

As they climb the ranks of management, their flightinesscould cost companies. In the Deloitte survey, 12 percent ofrespondents either had board positions or were department heads,and of that group, 57 percent planned to switch jobs bythe end of 2020. Losing and acquiring new employeesis costly, even more so for management jobs,said Vip Sandhir, the founder and CEO of HighGround, a companythat makes employee engagement software.

Companies including Patagonia, Allianz, and Echo useHighGround’s services to solicit constant feedback fromemployees that will keep them involved enough in their work to wantto stay.

Deloitte, too, invested $350 million in its own DeloitteUniversity, a 700,000-square-foot learning facility in Westlake,Texas, that—among other things—links 65,000 employees withpersonal mentors to keep them on a Deloitte-oriented careerpath.

“Everyone knows what Tier 1 looks like: Google, Tesla,Facebook,” said Schwerin. “Nobody is leaving those jobs once theyget them. But below Tier 1 is an endless game of musical chairs,with people jockeying for the positions they believe mighteventually lead to Tier 1.”

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