Gen Z Isn't the Problem. Your Hiring Process Might Be.
This summer, my 17-year-old daughter Lila wakes up most mornings by 5:30am.
She takes a train from New York City to Long Island for her flight and ground school lessons, studying aviation operations, weather systems, and FAA protocols.
Then she heads back into the city to go to work. Some days she's scooping gelato. Other days she's babysitting or cat sitting. She juggles multiple jobs, studies in the quiet moments, and gets to bed early so she can do it all again the next day.
There's no glamor in it. No "future of work" think piece. Just grit. She's 17.
And she's not the exception in our house. My sons, Ethan (20) and Marcus (19), are just as driven in different ways, balancing jobs, internships, and life transitions with determination.
So when I hear people say "Gen Z doesn't want to work" or "They're entitled," I bristle.
This isn't just a proud parent talking. It's a hiring leader who's watched talented people get dismissed because we're measuring the wrong things.
Because from where I sit, as a parent and a leadership coach, it's clear: It's not a generational problem. It's a hiring problem.
The Real Issue: Outdated Hiring Practices
I've worked across three generations of professionals. Here's what I've seen:
Every generation has high performers and underperformers. And every generation gets misunderstood.
The issue with Gen Z isn't that they lack work ethic. It's that many hiring processes aren't built to see it.
We're still screening for outdated markers: brand-name schools over capability, familiar job titles over transferable skills, linear career paths over adaptability, "cultural fit" over fresh thinking.
Most "bad hires" aren't generational. They're mis-hires because the questions were off or the signals we looked for were flawed. And Gen Z is carrying the perception fallout.
Here's a Better Framework
1. Ask About Problem-Solving, Not Just Experience Instead of: "Tell me about your experience in [industry]." Try: "Walk me through a time you had to figure something out with limited guidance."
For Gen Z candidates: Use your stories. That summer job where you managed chaos? Frame it: "Managing 15 tables during brunch rushes taught me how to prioritize under pressure."
2. Look for Evidence of Grit in Unconventional Places Instead of: Dismissing retail work as "just jobs" Try: "What did you learn about yourself during that job? What was harder than expected?"
For Gen Z candidates: Speak to impact, not duties. Instead of "I worked retail," try "I helped streamline checkout during holiday rush, cutting wait time by 30%."
3. Evaluate Learning Agility Over Perfect Preparation Instead of: "Do you have experience with our exact tools?" Try: "Tell me about learning something completely new. What was your approach?"
For Gen Z candidates: Show you're coachable. Share when you got feedback and applied it. Coachability is underrated in early-career professionals.
4. Test Communication in Real Context Instead of: "How do you handle difficult conversations?" Try: "If you disagreed with your manager's approach, how would you bring it up?"
For Gen Z candidates: Address the elephant. If you sense doubt about your experience, say: "I know I'm early in my career. That's exactly why I'm eager to learn and committed to delivering value quickly."
What Works Inside Great Companies
Companies that successfully onboard Gen Z provide: structured onboarding (no sink-or-swim), peer support systems, regular feedback, and clear growth paths.
They don't lower the bar. They invest in clarity and communication.
The Bottom Line
To hiring managers: Look closer. Ask better questions. Rethink what readiness looks like.
To Gen Z candidates: You don't have to prove you're perfect. Just help them see who you really are. You're not the problem. You're the solution waiting to be recognized.
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