You’re probably seeing the headlines: Gen Z is job hunting, but when they sit across from hiring managers, a weird gap shows up. It’s not always about experience or skill it’s deeper. It’s a values clash. A new study suggests that what Gen Z cares about in a job often doesn’t match what hiring managers are looking for.
Let’s dive into what’s going on, why this matters to your career (or your hiring), and how both sides might bridge the divide.
What the Study Found: A Big Values Mismatch
A recent research project led by Suzy Welch at NYU’s Stern School found a striking reality: only about 2% of Gen Zers share the top values that hiring managers prioritize.
Here are the top value differences:
| Values Hiring Managers Favor | Values Gen Z Prioritizes |
|---|---|
| Recognition, ambition, “work-centrism” | Self-care (eudemonia), authenticity (voice), altruism |
| High productivity, competition, upward trajectory | Balance, meaning, alignment with causes |
For example, recognition and ambition rank at the top for many managers. But Gen Z places those near the bottom, preferring values like authenticity or helping others.
No, it’s not that one side is right and the other wrong. It’s that they’re coming from different baseline assumptions. The generation that grew up during pandemics, economic precarity, and social change often has a more holistic view of what “work” can be.
Why Managers Are Hesitant (and What They Worry About)
From the perspective of many hiring managers, these value gaps cause friction. Some of their concerns:
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Commitment scares: If ambition or recognition aren’t strong drivers, will Gen Z stick long-term?
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Motivation & performance: What happens when meeting the bare minimum feels “good enough”?
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Communication & professionalism: Older norms assume directness, eye contact, deference, overt enthusiasm things Gen Z sometimes skips or reimagines.
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Turnover risks / “ghosting”: Reports already suggest younger candidates vanish from hiring pipelines or leave roles quickly.
In fact, in broader surveys:
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About 31% of hiring managers say they avoid hiring Gen Z altogether, partly due to concerns about professionalism and engagement.
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Many managers admit bias: in one survey, 36% said they feel age is part of how they view candidates.
That said some of these concerns might stem from misunderstanding, generational blind spots, or lack of updated management practices.
How This Clash Plays Out in Real Hiring
Here are a few real-world flashpoints where the mismatch shows:
Interview Expectations
Managers often expect assertiveness, polished small talk, quick readiness to climb. Gen Z may come in wanting to understand the why, asking about work-life balance, values, or purpose.
Tenure & Loyalty
Gen Z often resists long-term “sacrifices” without alignment or transparency. They may see jobs as projects, not lifelong ladders. That can feel risky to older managers who value longevity.
Motivation & Rewards
Bonuses, titles, rank these may not move Gen Z as much as flexible hours, mental health support, or mission alignment. If those incentives aren’t built in, engagement can dip.
Communication Styles
Gen Z might rely more on written over spoken communication, request feedback cycles, or prefer asynchronous workflows. That can conflict with managers who expect meetings, check-ins, or real-time presence.
How to Bridge the Gap For Gen Z and Hiring Managers
This disconnect is real but it’s also bridgeable. Here’s what each side can do:
For Gen Z Job Seekers
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Speak their language: When interviewing, frame your values in ways that resonate with managers. E.g. “My authenticity leads me to build trust, which boosts productivity.”
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Demonstrate ambition through actions: Show project results, side initiatives, incremental growth prove potential.
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Adapt communication: Mirror format and tone meet halfway in how you converse (respect meets authenticity).
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Be transparent but strategic: Ask about work expectations, growth paths, culture don’t wait until later.
For Hiring Managers & Employers
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Expand your value lens: Recognize that ambition and “grind” aren’t the only pathways to contribution. People motivated by purpose, balance, or community can be high performers.
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Be explicit about expectations: Spell out what success looks like, not just what “drive” looks like.
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Offer varied incentives: Incorporate mental health days, flexible work, autonomy, purpose-driven projects.
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Invest in onboarding & mentorship: Help new Gen Z hires adapt, learn soft skills, integrate into culture.
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Foster two-way feedback: Let younger employees voice what they care about culture, work style, values and find compromises.
If both sides adjust, that 98% who seem misaligned by default might find alignment.
Why This Matters (Beyond Generation Wars)
This isn’t just a “Gen Z vs managers” gripe it’s a signal about the future of work. As younger generations rise, work culture itself is being redefined.
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Companies that refuse to adapt may lose talent and relevance.
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Young professionals will increasingly favor organizations that reflect their values.
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The “gig / project” mindset will grow so permanence isn’t guaranteed.
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New metrics of success will emerge (well-being, impact, alignment) beyond title & salary.
Gen Z wants work, they want purpose but they often don’t see the same map that hiring managers use. Misalignment isn’t about laziness or disrespect it's about shifting assumptions. The real win is when both sides see that meeting in the middle can unlock potential that neither predicted.
