Employers Report Higher Termination Rates Among Gen Z Workers

Employers across industries are reporting a growing challenge with their youngest employees. While Gen Z now makes up a rapidly expanding share of the workforce, many companies say recent hires aren’t meeting expectations and terminations are rising as a result.

A survey conducted by Intelligent.com found that 6 in 10 companies fired at least one Gen Z worker they hired in 2024, with three-quarters of managers describing those hires as unsatisfactory. The findings suggest the issue isn’t isolated to a single sector, but part of a broader mismatch between workplace expectations and early-career habits.

Rather than pointing to a lack of ability, employers say the problem often comes down to behavior, communication, and professionalism. The concerns paint a more complicated picture than simple generational blame and help explain why tensions are surfacing so quickly after hiring.

What Employers Say is Going Wrong

One of the most common complaints centers on reliability. Employers report frequent lateness, missed meetings, and slow response times, behaviors managers say signal disengagement even when work quality is acceptable. In professional environments built around collaboration, those patterns quickly erode trust.

Communication style is another frequent source of friction. Hiring managers say overly casual language, excessive slang, and a preference for text over face-to-face conversations can come across as unprofessional, particularly in client-facing roles or high-stakes situations. While Gen Z is comfortable navigating digital tools, some employers say that comfort doesn’t always translate into effective workplace communication.

Managers also cite presentation and organization as recurring issues. From inappropriate dress to missed deadlines and excessive phone use, employers say these habits suggest a disconnect between academic environments and professional expectations—where structure, accountability, and consistency carry more weight.

Why the Generational Disconnect Keeps Growing

Many of these conflicts stem from deeper differences in how Gen Z views work itself. Younger employees are more likely to prioritize work-life balance, mental health, and fair compensation over traditional ideas of loyalty or unpaid extra effort. While those priorities reflect broader cultural shifts, they can clash with managers who built their careers under different norms.

Employers also report frustration with what they see as unrealistic expectations around pay, flexibility, and advancement. Some managers say recent graduates expect rapid promotions, remote roles, or high salaries before demonstrating long-term value, interpreting confidence as entitlement rather than ambition.

At the same time, Gen Z workers often question hierarchical structures and workplace norms more openly. While some leaders view that as disruptive, others acknowledge it can drive innovation. The tension arises when feedback, boundaries, or cultural change are raised without the political awareness needed to navigate established systems.

What This Means for Employers and Young Workers

The rising termination rates highlight a growing need for adjustment on both sides. Employers who quickly dismiss Gen Z workers may be overlooking the role of onboarding, mentorship, and clearer expectations. Business leaders interviewed in workforce studies have warned that cycling through young employees is costly and unsustainable as Gen Z approaches 30% of the labor force.

For Gen Z workers, the feedback offers a roadmap rather than a rejection. Many of the behaviors cited, punctuality, communication tone, organization, and openness to feedback, are skills that can be learned with experience and guidance. Career advisors note that early missteps are common, especially for workers navigating their first professional environments.

Ultimately, the issue isn’t whether Gen Z can succeed at work, but how workplaces evolve to meet changing values without abandoning core expectations. As employers and young workers continue to adjust, the challenge will be finding common ground that allows both performance and progress to coexist.