How Parenting Styles May Be Contributing to Gen Z's Workplace Struggles
A recent survey on Intelligent.com reveals that Gen Z is struggling in the workplace. And while this is only one data point, it’s worth considering. Some of the findings include the following stats:
75% of companies report Gen Z hires are underperforming due to lack of initiative, poor communication skills, and difficulty handling feedback.
60% fired a recent college graduate in the last year.
79% of companies had to place recent graduate hires on performance improvement plans.
This got me thinking: Could the evolution of parenting styles over the last 50 years be a factor?
Let’s take a quick look at how parenting has changed:
1970s: Authoritative parenting focused on discipline and resilience, equipping children to succeed in structured work environments.
1980s-90s: Helicopter parenting (over)protected children, shielding them from adversity, which limited their problem-solving skills and independence.
2000s-present: Gentle parenting emphasized emotional support but may have inadvertently reduced autonomy.
To be clear, this isn’t about blaming parents—I’m a parent myself, and I know firsthand that parenting is often shaped by the cultural zeitgeist of the time. We all try to do what’s best when raising our children within the framework of what society values at the moment. But it’s worth considering how these trends might be impacting Gen Z in the workplace.
As Angela Duckworth explains in Grit, perseverance and resilience—skills typically honed through overcoming failure—are crucial for long-term success. Many Gen Z workers, however, haven’t had sufficient opportunities to build these capabilities, affecting their ability to thrive professionally. Meanwhile, Jonathan Haidt, in The Anxious Generation, highlights how the decline in free play and rise of screen-based activities have limited the development of essential social and problem-solving skills—traits that are critical in today’s work environment.
Additionally, the COVID-19 pandemic disrupted young professionals just as they were entering the phase of post-high-school autonomy, compounding these challenges.
If we want to move beyond frustrations with young professionals, we need to meet them where they are, acknowledging how they got here and helping them build the core competencies required to succeed. At the same time, we can also learn from their perspective, such as their desire for diverse workforces and values-aligned companies. Employers can bridge this gap by investing in structured onboarding, mentorship programs, and etiquette training—a need identified by 9 in 10 managers.
This isn’t a one-way street, though. Gen Z won’t suddenly develop resilience and communication skills on their own. It’s our job, as leaders and mentors, to teach and nurture these skills, guiding them through the learning process.
Also, let’s not forget that retention matters: it’s expensive for companies to lose employees, especially when they’ve invested in hiring and training. Helping Gen Z thrive benefits not just the individual but the business as well.
In my work with leadership teams and Gen Zers, I’ve found the majority of young professionals to be eager learners, open to adapting. The way forward? A combination of self-awareness, guidance, and preparation—from parents, young professionals, and employers alike.