When considering how to manage difficult staff, leaders often fall back on generational stereotypes, both positive and negative. Baby boomers (born 1946–1964) are often characterized as self-absorbed and technophobic but hardworking. Members of Generation X (born 1965–1980) tend to be viewed as independent but, at times, disengaged. Millennials (born 1981–1996) have been stereotyped as tech-savvy and ambitious but less loyal to employers.
Now the newest generation to enter the workforce, Generation Z (born 1997–2012), is receiving its own round of tough feedback. In June 2023, ResumeBuilder.com surveyed 1,344 managers and business leaders about their perceptions of Gen Z employees, and the results suggested room for improvement. Nearly three-quarters (74%) of those surveyed said they found these younger employees more difficult to work with than older colleagues. Almost half (49%) said they found it difficult to work with Gen Z employees all or most of the time.
Managers attributed these struggles to perceptions that Gen Z workers lack technological proficiency (39%), effort (37%), and motivation (37%). Some respondents also raised concerns about communication skills and described Gen Z employees as overly sensitive to constructive feedback.
At the same time, many leaders pointed to Gen Z’s strengths. Some praised these employees as innovative and adaptable, and others said they valued their commitment to diversity, social justice, and ethical concerns in the workplace.
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A Historic Setback
If some Generation Z employees appear to fall short of older colleagues on certain professional traits, this may reflect broader forces rather than individual failings. Most notably, many Gen Z workers entered the workforce during the Covid-19 pandemic, often onboarding remotely and starting their careers without the benefit of in-person training or informal mentoring.
As journalist Daniel de Visé writes in the Hill, these workers “lacked face time and human contact at a foundational moment in their careers.” The pandemic-era disconnect, he suggests, may have left some younger employees professionally stunted, at least temporarily.
“You learn a lot by being onsite in the early years of your career,” ResumeBuilder.com chief career adviser Stacie Haller told The Hill, including “how to interact on a team, how to accept positive criticism, how to give positive feedback.” Employees who began working during the pandemic likely received less of this guidance than previous generations. They also experienced fewer spontaneous interactions with colleagues, the kind that quietly build confidence, judgment, and rapport.
What’s more, this pattern is not new. Millennials, now often preferred by managers, “struggled with some of the same ennui now afflicting Generation Z,” according to de Visé. A 2016 Gallup report, found that only 29% of millennials—then largely in their twenties—felt engaged at work, and many reported feeling misunderstood. Today, those same employees, now more established, are among the leaders trying to make sense of the next generation.
For leaders wondering how to manage difficult staff, it’s worth remembering that the most common challenge facing newcomers is one that tends to resolve itself over time: inexperience.
Wondering How to Manage Difficult Staff?
If you’re trying to figure out how to manage difficult staff and your most challenging employees tend to be new to the workforce, consider the following strategies:
- Get them the training they need. What looks like a lack of effort or poor communication may reflect inadequate training rather than unwillingness. Many younger employees missed out on foundational workplace learning due to remote onboarding and limited supervision during the pandemic. It’s not always easy to remember what it felt like to be new, but doing so is essential if leaders want to help employees succeed. In particular, consider investing in training that helps employees build communication, collaboration, and conflict-resolution skills. These capabilities are essential for managing difficult conversations and can strengthen the organization as a whole.
- Avoid overgeneralizing. When dealing with difficult staff, it’s tempting to rely on generational shorthand. Doing so, however, risks marginalizing employees based on age rather than behavior. “Bias against younger workers is unacceptable and no different than the ageism that we typically see against Baby Boomers,” Haller has noted. Instead of viewing an employee as a stand-in for an entire generation, consider the specific circumstances they’ve faced, such as starting a career during a global crisis.
- Try “reverse mentoring.” In her book, Reverse Mentoring: Removing Barriers and Building Belonging in the Workplace, Patrice Gordon makes the case for pairing senior employees with junior ones in two-way learning relationships. Reverse mentoring allows younger employees, particularly those from historically underrepresented groups, to share perspectives on issues such as technology, inclusion, and workplace culture. These programs can spark productive, sometimes difficult conversations across generations and levels of experience. They also reinforce an important truth: everyone has something valuable to contribute.
What other advice would you offer to leaders who are wondering how to manage difficult staff?
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How to stop the characterization of coworkers. Pr is ot just one infinite toil of work?