Even Gen Z Managers Say ‘Gen Z Is Tough to Work With’, So Companies Plan to Hire More Millennials

Gen Z workers face mounting criticism from employers who find them unprepared, unprofessional, and difficult to manage. A Resume Genius survey of 625 hiring managers revealed 45% consider Gen Z the most challenging generation to work with. Surprisingly, half of Gen Z managers themselves admit their own generation poses the greatest management difficulties. The friction extends beyond typical workplace gripes into rapid firings and strained relationships.

High-profile voices have weighed in on Gen Z workplace behavior. Actress Whoopi Goldberg criticized them for not working as hard as previous generations. Oscar winner Jodie Foster complained about late arrivals, with some showing up at 10:30 a.m. An MIT interviewer blasted their chronic tardiness. One CEO’s viral rant described a candidate refusing a 90-minute assignment because it looked like ‘too much work’.

The consequences are tangible. Bosses have started firing Gen Z employees within months, sometimes within days or even hours of hiring them. Half of the surveyed managers reported terminating a Gen Z direct report. Meanwhile, 18% of managers considered quitting their own jobs due to the stress of managing Gen Z workers, according to research from Intelligent.com. The workplace tension continues escalating despite Gen Z comprising an increasingly large workforce share.

Who Employers Actually Want to Hire

Despite Gen Z being labeled most difficult, they remain highly hireable. One-third of surveyed managers expect to hire Gen Zers in the coming year, making them the second most sought-after generation. However, millennials dominate hiring preferences at 45%. These slightly older workers offer similar technological fluency with better-developed professional skills. Only 14% plan to hire Gen X, while just 4% expect to bring on baby boomers.

The paradox reveals employer desperation. Companies need fresh talent but struggle with Gen Z’s workplace approach. Baby boomers ranked easiest to manage, yet employers avoid hiring them despite their reliability. Age discrimination and retirement proximity make boomers less attractive candidates. Meanwhile, Gen Z’s youth and digital expertise keep them in demand despite management headaches. The hiring landscape reflects competing priorities of capability versus manageability.

Manager preferences shift with worker age. While 45% called Gen Z the most challenging, this dropped to 26% for millennials, 13% for Gen X, and just 9% for baby boomers. The pattern suggests difficulty managing workers decreases as they gain experience. Geoffrey Scott, senior hiring manager at Resume Genius, noted that being difficult might simply be another generational rite of passage that workers eventually outgrow.

The Pandemic Generation’s Lasting Impact

Gen Z entered adulthood during unprecedented disruption. They missed critical college milestones from graduation ceremonies to internships that traditionally prepare young professionals for workplace culture. The pandemic eliminated opportunities to develop soft skills through face-to-face interactions. Summer internships that once provided workplace previews simply disappeared. Their professional socialization happened through Zoom screens instead of office environments, creating fundamental gaps in workplace readiness.

Major consulting firms recognized these deficits and adapted. Deloitte, PwC, KPMG, and EY offered incoming junior hires soft-skills training, including how to speak up in meetings. Ian Elliott, chief people officer at PwC UK, acknowledged that students who missed face-to-face activities during COVID became stronger working independently but less confident giving group presentations. Companies invest in remedial training that previous generations acquired naturally through traditional educational and internship experiences.

Yet the pandemic doesn’t fully explain Gen Z workplace struggles. Managers identified multiple pain points beyond COVID’s impact: lack of motivation, poor communication skills, short attention spans, excessive entitlement, occasional dishonesty, and paradoxically, both insufficient and excessive technological skills. Akpan Ukeme, head of human resources at SGK Global Shipping Services, described Gen Z workers as believing they’re smarter and more capable than everyone else, telling managers this to their faces.

The Case for Embracing Gen Z Workers

Gen Z shouldn’t be written off as perpetually difficult employees. They bring unique strengths, including digital fluency, purpose-driven work ethics, and fresh perspectives that can transform outdated workplace cultures. Deloitte’s 2025 survey found 89% of Gen Z consider purpose important to job satisfaction. They prioritize work-life balance over climbing corporate ladders, with only 6% aspiring to leadership positions. Their values-driven approach challenges companies to create more meaningful, ethical workplaces.

These workers actively pursue growth despite limited opportunities. While 75% use AI for upskilling—more than any other generation—they face a shrinking entry-level job market. Postings requiring zero to two years experience dropped 29 percentage points since January 2024. Rather than waiting passively, Gen Z diversifies through side hustles and freelance work. Only 45% hold traditional full-time roles. Their mobility reflects unmet ambition rather than disloyalty or lack of commitment.

Forward-thinking experts suggest businesses adapt to Gen Z rather than forcing conformity. Scott from Resume Genius argued they bring talent and bold ideas that can rejuvenate workforces. Gen Z managers prioritize candidates’ hobbies and interests over professional experience alone. Half would reject jobs misaligned with their beliefs. Companies embracing these differences may discover Gen Z’s reputation as difficult workers stems from outdated management approaches rather than generational failings. The future workplace may belong to those who learn from Gen Z rather than merely managing them.