A new ResumeTemplates survey of 1,000 U.S. managers reveals a growing frustration: supervising Gen Z workers is often less about delegation and more about day-to-day emotional and behavioral oversight. The findings suggest that many managers are operating as caretakers, guiding young employees through tasks and behaviors once considered basic workplace norms.
Over Half of Managers Compare Managing Gen Z to Babysitting
Among those surveyed, 68% say managing Gen Z staff feels more like raising children than providing professional direction. An additional 54% go further, comparing their daily responsibilities to babysitting. Managers cite constant need for reminders, emotional reassurance, and correction of elementary behaviors as part of their routine.
1 in 3 Managers Check In With Gen Z Staff 4+ Times a Day
When it comes to oversight, the numbers paint a clear picture. Two-thirds of managers report checking in with their Gen Z team members at least twice a day. Alarmingly, one in five say they do so four or more times daily, and 12% say five times or more. This frequency of follow-up suggests a heavy burden on supervisors, who must repeatedly intervene just to maintain workflow and productivity.
90% of Managers Say They’re Teaching Gen Z How to Function at Work
Basic professional skills (once expected as a given) now require formal instruction. A staggering 9 in 10 managers say they’ve had to teach Gen Z employees foundational behaviors. These include how to receive constructive criticism without becoming defensive (59%), how to speak appropriately with clients and colleagues (46%), and how to multitask (45%).
Other skills being taught include time management, conflict resolution, and writing coherent emails. Roughly one in four managers even report having to explain how to behave during meetings.
Gen Z Needs Constant Nudging: From Punctuality to Phone Etiquette
Supervisors also report a relentless need for reminders around basic workplace conduct. Nearly half say they must regularly prompt Gen Z workers to show up on time (48%), meet deadlines (46%), and respond to messages (47%). More than 40% have to tell employees to put their phones away and communicate like professionals.
Other issues? Making eye contact, cleaning up after themselves, and dressing appropriately — each flagged by more than one-third of managers.
Pandemic-Era Entry Left Gen Z Without Real-World Training
Many Gen Z employees entered the workforce during or after the COVID-19 pandemic, missing out on internships, office shadowing, and face-to-face mentorship. Their formative years were spent behind screens, often without exposure to workplace rhythms or unspoken codes of conduct.
At the same time, companies downsized HR departments, leaving few resources to properly prepare new hires for in-office expectations.
Managers Are Reaching a Breaking Point Amid Basic Coaching Duties
Being required to teach emotional regulation, communication etiquette, and personal accountability is wearing thin. Managers are correcting, coaching, and cajoling, often without support. As expectations around leadership remain high, the gap between managerial responsibility and Gen Z readiness is leaving supervisors overburdened and under-resourced.
Without Formal Training, Gen Z Is Seen as Unprepared, Not Unwilling
While frustration is mounting, experts caution against placing the blame squarely on Gen Z. Many of these young workers weren’t given the chance to learn through experience or observation. Without structured onboarding, peer mentorship, or basic professional instruction, it’s no surprise that their performance often falls short of employer expectations.
Organizations looking to retain talent — and their managers — may need to reinvest in early-career development before discontent turns to dysfunction.
