Companies across the U.S. are increasingly deciding against retaining Gen Z employees, frequently doing so just weeks after their onboarding. A recent survey conducted by Intelligent.com indicates that nearly 20% of businesses have reconsidered employing Gen Z individuals, citing claims of “unprofessionalism” and poor communication skills.
This research does not paint a flattering picture of younger workers. Intelligent’s findings reveal that 75% of U.S. organizations believe many of their recent college graduate hires have been “unsatisfactory,” and around 60% have let go of a recent graduate shortly after hiring.
The findings highlight challenges that workplace experts are currently observing within the labor force. “Due to economic uncertainties, hiring practices are evolving, leading companies to be more discerning,” states Gonzalo Guillen, CEO of HR Exchange, a specialized staffing and recruitment firm based in Miami, Florida. “It’s not that Gen Z lacks potential, but organizations now have the opportunity to hire candidates with more experience who need less training and can make immediate contributions.
“There’s a common belief that Gen Z, with its emphasis on work-life balance and differing work requirements, may not fit well within the high-performance culture that many organizations still embrace,” he explains.
Five key takeaways
What challenges exist between executive leadership and Gen Z within the workplace, and can these issues be resolved?
These five issues highlight the gaps in collaboration between younger staff and executive management:
1. Colleges have done a disservice to Gen Z
“Many new college graduates may find it difficult to transition into the workforce for the first time,” notes Huy Nguyen, Intelligent’s chief education and career development advisor. “The shift can be stark compared to their educational experiences.”
Nguyen argues that younger professionals are often “ill-equipped for a less structured workplace, understanding workplace cultural norms, and meeting the demands of independent work. While they might possess theoretical knowledge from their studies,” he continues, “they frequently lack the practical, hands-on experience and interpersonal skills necessary for success in a workplace setting.”
2. Companies share the blame
Leaders and HR departments are not exempt from criticism based on the findings of the Intelligent survey.
“It can be easy for managers to adopt common stereotypes about Gen Z and dismiss them altogether,” Nguyen states. “However, organizations also have a responsibility to help prepare recent graduates for their unique work environments and set them up for success. By acknowledging Gen Z’s challenges, companies can adopt a more proactive approach by establishing formal onboarding programs that clearly define company culture and expectations.”
Nguyen recommends that businesses pair recent graduates with mentors who can guide them through the initial stages of their careers. “[This] can yield significant benefits, as it offers Gen Z workers the advice, feedback, and support they need to thrive,” he adds.
3. Companies need to change with the times
Corporate leaders must adapt and dismantle outdated practices to engage effectively with younger employees.
“It’s not Gen Z’s fault that they approach the workplace differently than earlier generations,” explains Jim Frawley, founder and CEO of Bellwether, an executive development consultancy based in New York City. He emphasizes that Gen Z workers have missed out on the in-person guidance, mentorship, and foundation that older generations experienced in their early careers.
“It’s the responsibility of managers and workplace leaders to accommodate and invest in… understanding the needs of this generation,” he asserts. “Many managers continue to rely on outdated solutions from the 1990s that simply are not effective for our youngest workforce members.”
4. Young workers need meaning
For Gen Z professionals to become invested in their roles, they require “engaging tasks that instill a sense of pride in their contributions,” Frawley explains.
“Gen Z desires significant projects that enable them to feel integrated into the organization, as if they are making an impact or meaningful difference,” he adds. “Assign projects that allow these workers to present their expectations for the workplace to the C-suite or organize events for key stakeholders.”
5. Both parties must accommodate each other
When generational differences arise in the workplace, efforts must be made to find common ground.
“Younger workers need to grasp that entering the workforce requires adaptation and learning a new approach,” advises Patti B. Johnson, founder of PeopleResults, a change management consultancy in Southlake, Texas, and author of Make Waves. “They will encounter new expectations and moments when they must engage in work tasks that they do not find enjoyable. Earning the respect of colleagues who may be as old as their parents requires a dedicated commitment to adjusting to an entirely different work environment.”
Conversely, businesses must also reciprocate and evolve. “Organizations that excel at integrating Gen Z workers take deliberate actions to establish expectations, structure, and a detailed plan for incorporating them into the team,” she points out. “[This] should encompass mentoring initiatives, new hire orientation, and tailored integration programs meant for Gen Z employees, along with regular performance feedback to avoid substantial performance issues—since addressing them post-factum is too late.”
The future of Gen Z workers
Ultimately, younger employees can distinguish themselves by taking greater initiative.
“Demonstrating commitment, arriving ahead of schedule, staying later, and being proactive can showcase a robust work ethic,” Guillen explains. “Gen Z must dispel the view that they merely ‘watch the clock’ by demonstrating a willingness to exceed expectations. While maintaining work-life balance is essential, coupling that with ambitions for growth can propel them toward success.”
