As Gen Z enters the workplace, they often refuse to comply with mandates that run counter to their mental health, work flexibility and work-life balance. It’s no wonder more leaders are demanding, “Stop vilifying Gen Z and underscore the value they bring to workplace mental health.” They argue that Gen Z brings value to the workplace, and companies must adapt to the realities of the digital native generation sooner or later. By 2030, they point out, Gen Z and Millennials will dominate the labor market, and they could be your boss.
'Stop Vilifying Gen Z,’ They Could Soon Be Your Boss
In the past, the corporate machine has bypassed mental health, expecting employees to give their hearts and soul to their jobs and retire with the proverbial gold watch. Then along come Gen Z refusing to comply to what they consider to be the inhuman demands and mandates of corporate America. They are unwilling to crouch behind the potted plant in the corner, and they refuse to sacrifice their mental health and to risk burnout to succeed in the modern workplace.
Many mental health clinicians, including myself, have spent their professional careers advocating for work-life balance. Although Gen Zers bring much-needed values that could build a healthier culture, the digitally native generation’s quest for more job flexibility and healthy work-life balance has been met with stereotyping, vilification and downright contempt.
The younger workers are criticized for having too many rules, refusing to comply with corporate demands, being oppositional and lacking etiquette, reliability and flexibility. A full 45% of hiring managers declare that Gen Z is the worst to manage. And managers complain that Gen Z are stressing them out.
Close to 18% of managers even say they’ve thought about quitting because of the stress of managing Gen Z employees. And 27% declare they’d avoid hiring Gen Z workers if they could, with half reporting that they have fired a Gen Z worker who directly reports to them.
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As 2025 Gen Z graduates enter the workplace, some wonder how their older, skeptical coworkers will receive them. Having gotten a bum rap from older generations and business leaders, they feel misunderstood and unwelcome. Geoffrey Scott, senior hiring manager at Resume Genius states,"Gen Zers might have a bad rep, but they have the power to transform workplaces for the better. Gen Z has already shaken things up, but they're not here to break things. They bring a unique blend of talent and bold ideas that can rejuvenate any workforce.”
I spoke by email with Jackie Dube, chief people officer at The Predictive Index, who agrees. She charges that managers are throwing up their hands and labeling Gen Z as “needy” or “demanding” when it comes to feedback due to their need for feedback and validation. She expressed to me that this narrative is unfair and misguided, pointing out that an employee’s need for feedback isn’t some generational quirk but an approach to professional development that forward-thinking organizations are already embracing.
“The desire for regular feedback isn’t about entitlement—it’s an approach to professional development," Dube notes. "Behavioral science tells us that different people, regardless of generation, have varying levels of structure and communication they need to thrive.”
She also says that what’s really happening isn’t a “Gen Z problem,” but a workplace evolution. “Younger employees have grown up in a world where real-time information and continuous learning are the norm,” she contends. “It’s only natural they’d expect the same from their workplace. Rather than seeing this as a burden, managers should recognize it as an opportunity: a more engaged workforce is a more productive and fulfilled one.”
Dube adds that employees who receive timely, meaningful feedback are more likely to grow in their roles, adjust in the moment and build long-term success for themselves and the business. She believes when organizations resist adapting to these expectations, they risk falling behind. “The most forward-thinking companies are already embracing a culture of continuous feedback—not just for Gen Z, but for all employees. Instead of focusing on generational stereotypes, leaders should be asking: How do we build a workplace where all employees, regardless of age, can grow, contribute at their best and be a part of a continuous, beneficial feedback loop that drives both individual and organizational success?”
A Final Takeaway On ‘Stop Vilifying Gen Z’
As work cultures constantly shift and 65% of Gen Z continue leave their jobs within the first year, it’s clear something’s not working in the workplace. The eye-rolls, the silent sighs, the passive-aggressive chats about the younger employees.
The team at Notta.ai analyzed 18,190 Reddit comments across 68 subreddits. Age-related digs rank as the number one office pet peeve, proving that professionals don’t appreciate being undermined by their age. “We expected the common concerns—loud typing, smelly lunches, or that one person who never refills the printer paper," comments Ryan Zhang, founder and CEO of Notta.ai. “Instead, we uncovered that what really bothers people are those cringe-worthy age-related remarks that make everyone uncomfortable.”
Zhang observes that Gen Z professionals entering the workforce are particularly allergic to these remarks. “Their mindset will most likely be that they’re bringing fresh and new perspectives to the team, but when faced with remarks like ‘This isn’t your first job out of college, is it?’ shows they will most likely respond with ‘Did you really just say that?’”
Dube stresses that behavior transcends generations. “No company should make hiring decisions based on age, assuming someone will require more hand-holding or validation," she declares. “That kind of thinking is not only shortsighted—it has real consequences for the future workforce.”
Sharat Potharaju, co-founder and CEO of Uniqode, explained to me by email that Gen Zers are entering a hyper-competitive job market and battling limited openings. Plus, AI-aided hiring and competitive recruiting practices make it harder to stand out and leave a lasting impression. “To build a personal brand that resonates with hiring managers, candidates should make sure their unique value proposition defines who they are, what they stand for and what makes them stand out in terms of their professional reputation.”
Establishing a positive workplace culture doesn’t require expensive office renovations or fancy perks—just a little more awareness of how we talk about and to one another. Dube’s closing request? ”Stop vilifying Gen Z."
