Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
A striking trend has recently emerged: new Gen Z recruits are fired just 3 to 6 months after starting their first jobs. Data from Intelligent.com shows that 60% of employers have already dismissed at least one recent college hire — a figure that raises urgent questions.
Are young professionals entering the workforce genuinely unprepared, or are employers setting them up to fail?
It’s easy to default to tired stereotypes: Gen Z is entitled, lacks grit, or can’t communicate. But that narrative crumbles under scrutiny. The data instead points to a deeper, systemic issue of a growing disconnect between what young professionals need to succeed and what many employers still refuse to provide.
Allwork.Space spoke with two industry experts to unpack the reasons behind quick firings, miscommunication, and unmet expectations. Backed by the latest research, they also shared how digital tools are reshaping Gen Z’s relationships with managers, and why rigid and outdated workplace norms could be the real barrier to early-career success.
Inside Gen Z’s Rocky Introduction to the Workplace
Across the U.S., a growing number of employers are terminating Gen Z hires within just weeks or months of their start date — before they had a chance to adapt and prove themselves.
“Colleges don’t teach students how to behave in the workplace, and there is a lack of transitional support from both universities and employers,” says Resume.org Career Coach Irina Pichura. “Most students graduate with little exposure to professional environments, so when they arrive at their first job, they’re often learning basic workplace norms for the first time. Colleges should have a workplace training program to support graduates’ transition to the workplace.”
Pichura’s concerns are reinforced by recent findings from Intelligent.com, which show that 6 in 10 companies have let go of at least one recent college graduate in the past year. Nearly 80% of those companies had placed the employee on a performance improvement plan before termination. Common complaints included excessive phone use (78%), missed deadlines (60%), and poor work quality (62%). However, experts caution against placing the blame solely on young professionals.
“It’s easy to fall into the trap of stereotyping or writing off younger workers too quickly,” says Huy Nguyen, Chief Education and Career Development Advisor at Intelligent.com. “But employers also have a responsibility to support new grads through that transition. Structured onboarding, clear communication about workplace expectations, and mentorship can make a huge difference in setting Gen Z up for success — not just survival — in their first jobs.”
Despite what the experts say, employer frustration continues to rise: 58% of hiring managers disapprove of Gen Z’s dress sense, 56% criticize their language, and 66% note frequent tardiness. One in six managers is hesitant to hire Gen Z, citing a lack of drive, poor communication, performance issues, and resistance to feedback.
Consequently, only 58% of companies plan to hire from the class of 2025. Many Gen Z hires do not make it past their first performance review due to perceived low motivation, casual or inappropriate communication, and difficulties working with others. Feedback is often poorly received, with some labeled as too defensive or dismissive when criticized.
But while the spotlight remains on Gen Z’s shortcomings, others argue the real problem is structural. Many workplaces lack robust onboarding, provide little clarity around expectations, and fail to bridge generational differences.
Young professionals are entering a complex, fast-paced labor market with minimal preparation and few guardrails. Perceived unprofessionalism may, in fact, stem from inadequate support.
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That does not mean graduates cannot take initiative.
“During the interview, candidates should come prepared with research and ideas. Use real examples to show how you took initiative, and follow up with a thoughtful thank-you email,” says Pichura. “Once hired, look for ways to take ownership of tasks, ask for feedback, and go beyond your role. That’s how you build trust and credibility.”
The real issue may not be Gen Z’s readiness but a broken system that’s failing to prepare and guide them. However, until employers rethink how they onboard, train, and communicate with new hires, high turnover rates among young workers are likely to continue.
Unmet Expectations and Employer Blind Spots
What some employers interpret as entitlement among Gen Z workers is often a misalignment between what these younger professionals genuinely value and what companies assume they care about.
Reyhaneh Mansouri, a Career Expert and Digital PR Manager at Resumedia, told Allwork.Space that her research shows that Gen Z workers are “not simply chasing paychecks; they prioritize growth, purpose, and a positive work culture.”
She also highlighted that nearly 50% of Gen Z job seekers have struggled to form personal connections with their hiring managers. This early hurdle can lead to disengagement, miscommunication, and eventual turnover.
The disconnection starts even earlier in the hiring process. According to Mansouri, 36% of Gen Z candidates now use AI to create resumes and cover letters, and 74% go through hybrid or entirely online recruitment processes.
While these tools offer efficiency, they can inadvertently produce a polished version of a candidate that does not always match the day-to-day demands of the role, which is contributing to unrealistic expectations on both sides.
These mismatches are part of a larger pattern. Data provided by Jobseeker and CVwizard reveal a clear divergence in priorities. 45% of Gen Z workers say company culture is vital for job satisfaction, yet only 29% of employers share this sentiment.
Career development follows a similar pattern. While it’s a leading cause of turnover for 34% of Gen Z employees, just 25% of employers cite it as a significant factor in retention.
Remote work preferences underscore this gap. While 43% of Gen Z professionals want fully remote positions, only 7% of employers offer them. Conversely, although just 9% of Gen Z desire to be exclusively on-site, 22% of employers still demand it. This discrepancy sets the stage for mutual frustration, as employers may view younger workers as disengaged, while Gen Z employees feel undervalued from the outset.
Additional data supports this growing divide:
- 29% of employees value DEI initiatives, but only 9% of employers think it matters to staff.
- 47% of employees want fully remote roles, yet just 7% of employers provide them.
- 46% of employees say a positive work environment is a top priority, but only 29% of employers agree.
Mansouri explained that Gen Z’s view of a “good job” is grounded in fundamentals, not perks or prestige. Based on age-filtered data analyzed by Mansouri, their top priorities are:
- Salary and Benefits (65%)
- Job Security (50%)
- Company Culture (45%)
- Career Growth Opportunities (36%)
- Flexibility (31%)
- DEI (31%)
Employers, however, see things differently. According to the same analysis, HR professionals believe that Gen Z employees primarily leave their jobs for salary (70%), job security (54%), flexibility (36%), career growth (30%), company culture (29%), and DEI (9%).
Mismatched communication styles also lend themselves to early workplace friction.
“Gen Z employees tend to be more expressive and proactive about their feelings in the workplace,” Mansouri informed Allwork.Space. This transparency can conflict with rigid or outdated communication styles, leading to further disconnect.
Irina Pichura, a Career Coach at Resume.org, explained to Allwork.Space that similarly: “Gen Z places a value on honesty and open communication. When onboarding feels cold, transactional, or vague, it can set the tone for early disengagement…They want to understand how their role connects to the big picture, how they can grow, and what success actually looks like beyond generic job descriptions.”
This persistent misalignment leaves both sides dissatisfied: Gen Z workers feel disappointed by workplaces that do not meet their expectations, while employers are left puzzled by low retention and early-stage disengagement.
Outdated Systems, Emerging Workers, and the Space Between Them
The frequent challenges related to integrating Gen Z are often mistakenly described as flaws unique to their generation. In reality, they stem from systemic practices that no longer meet the demands of today’s workforce.
18% of U.S. managers have considered quitting due to the stress of overseeing Gen Z employees. These managers cite heavier workloads and a lack of adequate support systems.
Nguyen said that while Gen Z often brings strong technical skills to the table, they may struggle with soft skills such as communication and time management. He notes that this is in part due to reduced access to internships and in-person work experience during the pandemic.
Nguyen recommends a new style of leadership: “To better support and guide younger workers… managers should adjust their approach and act more as coaches than traditional supervisors.”
Inadequate educational preparation is another factor behind the disconnect. Many academic institutions are falling behind the realities of today’s job market.
Curricula often remain geared toward traditional career paths, with insufficient emphasis on digital fluency and modern workplace expectations. This educational lag has left many young professionals underprepared, compounding their difficulties in adapting to professional environments.
Tensions are also rising due to diverging expectations around work arrangements. While demand for remote roles remains high among younger employees, the number of people working exclusively from home has dropped by 12% over the past year.
This decline is caused primarily by companies reinstating full-time office mandates or requiring in-office days, which are policies that often clash with the values of younger workers.
Technology adds another layer to the generational divide. According to a Resume.org survey, Gen Z professionals are turning to tools such as ChatGPT at far higher rates than their older peers. While only 11% of workers overall use ChatGPT regularly, that number climbs to 21% among Gen Z.
A separate study found that 47% of Gen Z employees feel they receive better career advice from AI than from their human managers. This trend reflects not only their digital fluency but also a lack of confidence in traditional managerial support.
Taken together, the data reveals that the challenges facing Gen Z are not about generational temperament; they expose long-standing weaknesses in the education system as well as how companies train, support, and communicate with early-career employees.
Rather than assigning blame, organizations would do better to reframe their approach to younger workers: replacing rigid hierarchies with more adaptive leadership models, offering meaningful career development pathways, and granting flexible work as an investment in future talent.
