The arrival of Generation Z in the workplace is proving challenging for many managers. These young workers don’t share the same work values as their Gen X and Boomer colleagues and bosses. The differences are taking a toll: Some managers are so stressed they’ve thought about quitting.
Overwhelmed by stress. A recent Intelligent.com survey of 1,000 U.S. managers leading Gen Z team members found that 18% have considered resigning due to the stress of managing this new generation.
Frustration (51%), increased stress (44%), and disappointment (31%) are common feelings for managers dealing with younger employees. The generational divide is especially pronounced between older Baby Boomers and younger managers.
A different work ethic. One of the top triggers for intergenerational tension is smartphone overuse during work, cited by 50% of managers. A perceived lack of work ethic (47%) and lack of initiative (46%) also rank high, echoing findings from a previous Intelligent.com survey.
Some managers are taking drastic steps: 27% avoid hiring Gen Z employees, while 50% report having fired at least one. When asked why they continue to hire Gen Z workers, 54% say it’s to fill roles that require minimal experience.
Communication issues. Forty percent of managers identify communication as one of the most significant challenges. A LinkedIn study found that many Gen Z employees struggle to communicate effectively with peers and supervisors from older generations, potentially harming their career prospects.
Huy Nguyen, chief education and career development advisor at Intelligent.com, noted: “While soft skills like communication, time management, and teamwork are essential, it’s worth considering the new grads, especially those in recent years, have had fewer opportunities to develop these skills through traditional methods such as internships or in-person work, partially due to the pandemic.”
“Gen Z employees come in with stronger technical skills than previous generations but may lack the practical experiences gained through traditional work environments. Managers should recognize this shift and consider reevaluating their expectations to provide more structured guidance and become more of a coach than a boss.” Nguyen added.
New workers, new strategies. With the influx of Gen Z employees, 65% of managers report adjusting their management style. Many have adopted micromanagement approaches (38%) to address a perceived lack of initiative, while 35% have offered more work-life balance options, and 32% allow extra time for task completion.
“There is the potential for new employees to develop an over-dependence on feedback and guidance, preventing them from establishing their own autonomy, which is crucial for career progression.” Nguyen warned.
Managers aren’t the only ones feeling the stress. The study reveals that integrating Gen Z employees is also creating tension among their coworkers. Fifty-two percent of managers report friction between Gen Z workers and older employees, with 76% attributing this to differing attitudes and expectations, including reluctance to take responsibility and shifting work priorities (47%).
“With each new cohort that enters the workplace, there is a natural period of adjustment where existing employees, who have been working for many years, may feel challenged by the next generation’s attitudes, priorities, and work styles,” Nguyen explained. “With Gen Z, the differences have been magnified by the amount of online content and the rapid spread of content from non-traditional channels.”
Image | Christina @ wocintechchat.com (Unsplash)
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