Gen Z Doesn't Know How to Work? Maybe They're Not the Problem

I've been hearing the complaints. From executives in Mexico, from leaders in the United States, and from managers across Latin America: Gen Z has a low tolerance for boredom. They're fragile when receiving feedback. They depend too much on AI. 

But I have a different theory. 

The problem isn't Gen Z. It is that leadership hasn't adapted to structural changes in the labor market. We said almost identical things about millennials not long ago. 

According to Randstad's 2025 Global Survey of 11,250 workers across 15 markets, Gen Z currently represents 18% of the US workforce and will reach 30% by 2030. This isn't a generation we can ignore. 

The Narrative vs. the Reality 

Gen Z's average tenure in their first five years of career is just 1.1 years, compared to 1.8 years for millennials, 2.8 years for Gen X, and 2.9 years for baby boomers. Fifty-two percent are actively looking for a new role, and only 11% plan to stay long-term. 

The easy conclusion? Gen Z isn't loyal. They're job-hoppers. 

But look closer. Global job postings for roles requiring 0-2 years of experience have declined 29 percentage points since January 2024. Junior tech roles have fallen 35%, logistics 25%, and finance 24%. 

The career ladder we expected Gen Z to climb is literally missing rungs. 

The Context We're Ignoring 

Gen Z is entering the labor market during an unprecedented structural transformation. Only 45% hold traditional full-time roles. Of those who do, 31% would prefer a second job — not because they're disloyal, but because they're responding rationally to a market offering less security. 

In the 1970s, the Silent Generation said the same about baby boomers. In the 2010s, we said it about millennials. The pattern repeats. 

Four Criticisms, Reconsidered

1. "They don't tolerate boring work." 

The reality: They have low tolerance for lack of purpose, not boredom. 

If 80% of a function is repetitive and meaningless, why are we still designing work like we did 30 years ago? According to Deloitte's 2025 Survey of 23,000 Gen Z and millennial workers, 75% of Gen Z want to work for organizations whose values align with theirs. 

They're not running from hard work. They're running from meaningless work.

2. "They don't accept feedback." 

The reality: We need to ask if we're giving constructive feedback or perpetuating obsolete management styles. 

Only 56% of Gen Z workers feel comfortable discussing mental health challenges with their managers, according to Deloitte's 2024 Survey. Ninety-two percent of recent college graduates want to discuss mental wellness at work, but their comfort drops dramatically when interacting with older generations. 

They expect feedback that recognizes their full humanity, not just their work output.

3. "They use AI without thinking." 

The reality: 75% of Gen Z are using AI to upskill, more than any other generation. Seventy-nine percent say they can learn new skills quickly, and 58% are excited about AI's potential. 

Every generation adopts available tools. The question isn't whether they use AI, but whether we're teaching them to think critically about when and how. 

While 80% of Gen Z professionals aged 18-21 use AI tools for more than half their work tasks, significant gaps exist in access to formal training. Men are more likely than women to receive AI training (46% versus 38%). 

Our role isn't to ban the tools of the future. It's to close these gaps and guide effective use.

4. "They're not loyal." 

The reality: One in three Gen Z workers plans to change jobs within the next year — not due to disloyalty, but due to ambition and a perceived lack of development pathways. 

Are we loyal to them? 

Industries like IT, healthcare, and financial services are seeing better retention where roles align with Gen Z's long-term goals.

The Cost of Not Adapting 

Gen Z is already 18% of our workforce and will be 30% by 2030. 

According to SHRM's 2025 research, 61% of Gen Z workers would seriously consider leaving their current job if offered one with significantly better mental health benefits. Ninety-one percent report experiencing mental health challenges at least occasionally. 

The cost of ignoring these realities isn't just turnover. It's losing talent before we develop it.

Four Changes Leaders Can Make 

Based on the data and my experience at Collective Academy: 

1. Redesign work, don't just assign it: If a task is 80% repetitive, ask if it can be automated or eliminated. Work without purpose is organizational waste. Involve Gen Z employees in redesigning their own roles. 

2. Develop compassionate feedback skills: Give feedback that balances honesty with empathy. People perform better when they feel psychologically safe, not constantly defensive. 

3. Democratize access to AI tools: Create training programs that teach when to use AI, when not to, and how to validate outputs. Close the access gaps between genders and roles. 

4. Make career paths explicit: Gen Z is impatient with ambiguity. Show clearly how someone can grow. Give stretch projects. Make professional development tangible and measurable. 

The Right Question 

The question isn't whether Gen Z is ready to work. The question is whether we're ready to lead them. 

They're already here: 18% today, 30% by 2030. The organizations that will thrive won't be those that make Gen Z adapt to obsolete work models. There will be those who evolve to leverage what this generation brings: technological fluency, demand for purpose, radical transparency, and continuous growth.

Millennials taught us about work-life balance. Gen Z is teaching us about mental health, technology use, and purpose. 

We can resist and keep complaining. Or we can learn and build organizations that are more human, more effective, and better prepared for the future. 

The choice is ours.