Many leaders have expressed reluctance to hire Gen Z workers, complaining about the challenges of managing them, citing issues such as poor work ethic and communication skills.
Keely Antonio, 25, co-founder of FeelSwell Experiences, notes the cyclical nature of generational critique, observing that every generation tends to comment on the one succeeding it. Despite this commonality, she emphasizes the detrimental impact of myths portraying her generation as lazy, unreliable, and entitled to their workplace performance and success.
Here are some prominent myths about Gen Z in the workplace that she and other career experts say are worth busting.
Gen Zers Do Not Want to Work
Younger employees are particularly vocal about pursuing it, causing some to interpret this as a total reluctance to work mistakenly. The 25-year-old co-founded JUV Consulting, a Gen Z company acquired by United Talent Agency in 2024. Ahmed explains that Gen Z desires to work under different conditions, which might involve remote work or unconventional schedules. These young professionals prioritize stability, with 50% engaging in side hustles to hardly make ends meet while achieving their goals. Ahmed highlights that Gen Z brings fresh perspectives to innovate traditional practices, which is different from unwillingness to contribute.
Gen Zers Want A Raise For Merely Showing Up
Antonio often encounters feedback from leaders that Gen Z's salary expectations exceed their workplace contributions, which arises from a disparity in expectations between employers and young professionals, exacerbated by ineffective communication. Antonio notes that leaders sometimes perceive Gen Z as solely seeking pay raises for their presence, while Gen Z voices frustration over inadequate compensation for their efforts. This discrepancy often stems from young professionals feeling unfulfilled in their roles or pressured to work beyond expected hours, leading them to seek value through higher pay.
Gen Zers Are Asking For Too Much
Many leaders perceive Gen Z as entitled in terms of their earning potential and their broader expectations of work. Ahmed aims to dispel the myth that Gen Z's preferences for where, when, and how work is conducted exceed the capabilities of a professional environment. Research indicates that Gen Z is particularly keen on flexible work arrangements and opportunities to make a meaningful impact. They prioritize benefits that support their overall well-being, such as time off and mental health resources, and advocate for transparency in the workplace, whether concerning a company's stance on socio-political issues, its efforts toward inclusivity, or details regarding salary and compensation.
Ahmed asserts that while Gen Z's requests may pose challenges, it is misguided to dismiss them as incorrect. He emphasizes that every young generation has historically posed challenging questions to envision a better world and workforce. Presently, this entails reimagining work processes, career values, and non-negotiables. Ahmed criticizes corporate reluctance to adapt as a cop-out, deeming it poor business practice to deemphasize worthwhile endeavors simply because they are difficult.
Gen Zers Tend to Quit Because of Disloyalty
It has long been observed that early-career professionals are more prone to changing jobs swiftly, often due to life stage and responsibilities. Antonio points out that while factors specific to Gen Z might facilitate quicker job changes, they are not necessarily indicative of disloyalty to a company. With the proliferation of gig-work platforms and social media, there are now more visible opportunities to earn money outside of traditional 9-to-5 jobs. Antonio describes Gen Z as a generation of gig workers prepared to walk away from unsatisfactory work experiences. However, she emphasizes that engaging young workers remains essential, especially considering that Gen Z will comprise 30% of the workforce by 2030. Antonio warns against organizations neglecting to invest in retaining their employees, as they may face challenges in the future if they fail to do so.
Gen Zers Don't Want to Strive to be Leaders
Workers in the 27-year-old age bracket often feel overlooked as entry-level professionals, struggling to demonstrate their readiness for leadership roles. Ahmed notes that many Gen Z employees are disillusioned by the traditional career trajectory, where individuals spend years paying their dues before gaining leadership opportunities. They have witnessed millennials exhaust themselves striving for success, only to face burnout. Ahmed critiques the conventional model of learning for decades, working for others for most of one's life, and then enjoying a brief retirement. Instead, he advocates for a more balanced approach where individuals can simultaneously live, lead, and learn.
