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For centuries, older generations have looked down on young workers, often referring to the new cohort as lazy or unprofessional. Today, it’s Gen Z that’s feeling the heat as their elders complain about their poor attitudes and professionalism—and that includes hiring managers.
Bosses who’ve worked with recent college graduates say they have no work ethic (33%), are entitled (29%), lack motivation (28%), are easily offended (27%), and don’t respond well to feedback (25%), according to a new survey of 1,000 managers involved in hiring entry-level employees conducted by Intelligent.com.
These views are so serious that it’s affecting whether or not young candidates are getting offers: One in eight managers say they plan to opt out of hiring recent graduates altogether in 2025, and more than half of managers say they were part of the decision-making process to fire a recent college graduate this past year.
Gen Z as a whole may lack interpersonal skills and therefore may have a difficult time making it through interviews as a result, according to the study. Nearly a quarter of managers surveyed said that recent college graduates aren’t prepared for the interview process; this included trouble making eye contact (49%), dressing appropriately (42%), and asking for reasonable compensation (38%). And shockingly, 8% of hiring managers say they’ve had the parents of job candidates show up to interviews.
While this younger generation may still be finding their footing at work, they’re certainly not all terrible employees, and hiring managers should be aware of how these biases may affect hiring decisions, Huy Nguyen, Intelligent’s chief education and career development advisor, tells Fortune. He advises managers to focus on individuals who are adaptable and eager and keep in mind that most professional skills are learned on the job.
“Although these candidates may be new to the workforce, they are very technologically proficient, have creative ideas, and can make great contributions to modernizing an organization rather than conforming to outdated workplace norms.”
To better find candidates with the right attitude and motivation, Nguyen says interviewers should come prepared with targeted questions that prompt candidates to share detailed examples of how they demonstrate problem-solving skills, self-reliance, or how they navigated complex situations with limited guidance. Additionally, hiring managers should look for candidates who share more than one compelling example of how they demonstrated these abilities, as it can reveal patterns of competence rather than one-off situations.
“To effectively implement behavioral interviewing strategies, hiring managers must personalize their approach and questioning to capture the ideal behaviors and characteristics that are specific to the role they are hiring for and gain a more comprehensive understanding of a candidate's potential to succeed,” says Nguyen. “Even with limited professional experience.”
Brit Morse
brit.morse@fortune.com
