Hiring GenZ

Not long ago, it was millennials who couldn’t catch a break. They were labeled entitled, lazy, and addicted to their phones. Today, Gen Z takes their turn in the hot seat. But this story isn’t new—in fact, it’s as old as the workforce itself.

For my generation, Gen X, the criticism was just as sharp: "These over-educated kids don’t even know how to work a broom!" Sound familiar? The tools and industries change, but the complaints stay the same. Each generation enters the workforce with its quirks, shaped by the unique challenges and opportunities of their time. Yet, what really drives these critiques? Is it the workers—or the environments they’re stepping into?

For more on this recurring cycle, check out this insightful article from Quartz. The commentary of the ’90s is eerily similar to what we hear today about Gen Z. This pattern isn’t a fluke—it’s a failure to adapt leadership to meet the changing dynamics of each generation.

A Gap in Education: An Anecdote

Let me share a story that highlights one of the key gaps facing new graduates entering the workforce. A few years ago, I managed two interns who, quite frankly, hated me at the start.

Their peers in the cadre of college students we’d taken on that year were assigned to teams with clear, consumable, actionable projects. My two interns? They got me. I told them, “Your first task is to understand what we do. Then figure out a project, get buy-in, ensure it’s do-able within the internship, and deliver it.”

They weren’t thrilled. While their computer science degrees had prepared them to write code, solve algorithms, and complete bite-sized assignments, this was something else entirely. I explained: This is what the job actually entails. It’s not just writing code—it’s understanding the product, the vision, the tradeoffs, and the organizational overhead that governs your day-to-day life.

At the end of their internships, they admitted they had initially been frustrated, especially compared to their peers, who had seemingly easier, pre-defined tasks. But, after comparing notes, they realized they had gained far more insight into what a career in engineering actually looks like. They’d learned how to think critically, navigate ambiguity, and manage the complexities of real-world work. These are the lessons that time, experience, and mentorship teach—far beyond what any classroom or pre-scoped internship could provide.

Leadership in a Changing Workforce

Every generation entering the workforce faces gaps between education and real-world expectations. For Gen Z, these gaps are compounded by a cultural shift in coaching styles. Many leaders expect younger employees to respond to tough love with “I’ll show them!” attitudes. But Gen Z thrives in environments of encouragement, collaboration, and empathetic leadership.

Learning to be coachable is essential for success in any career, but it’s equally important for leaders to create environments where coaching resonates. Dismissing Gen Z as “uncoachable” only narrows the talent pool and ignores the opportunity to cultivate the next generation of leaders.

How Leaders Can Adapt

To bridge the gap and build a successful multi-generational workforce, leaders must rethink how they approach mentorship, feedback, and development. Here’s how:

1. Meet Them Where They Are:
2. Encourage Breadth of Experience:
3. Be a Mentor, Not Just a Boss:
4. Balance Accountability and Support:

Final Thought: The Story That Repeats Itself

From Boomers to Gen X, Millennials to Gen Z, every generation has faced the same criticisms on their way into the workforce. But as Quartz points out, these complaints are rarely about the workers themselves. They’re about the failure of organizations to adapt.

The workforce is always evolving, and so must leadership. By fostering empathy, adaptability, and a willingness to mentor, we can help Gen Z—and every generation to follow—succeed. After all, what’s the point of hiring “the best and brightest” if we’re not prepared to help them shine?