Suzy Welch’s recent statement declaring that Generation Z is “unemployable” has ignited serious discussion in corporate America. This bold claim, rooted in observations about young people’s attitudes towards work and life, has prompted many companies and educational institutions to step up and help equip these young adults with essential life and job skills. Managers and educators are now working hard to address the gaps between what Gen Z expects from jobs and what companies actually need.
Welch, who teaches at NYU and writes about business, voiced her concerns in a well-received article for The Wall Street Journal. She argues that hiring managers value traits like achievement, a willingness to learn, and a strong work ethic. However, her research suggests that only about 2% of Gen Z students prioritize these qualities. Instead, many young people focus more on self-care, authenticity, and helping others. This difference in priorities has led many employers to view Gen Z workers as unprepared for the professional world. A recent survey revealed that one in six bosses hesitates to hire recent graduates, with three-quarters of them labeling new hires as “unsatisfactory.” Welch’s critique carries weight, especially as she pioneered one of NYU’s most popular business courses that aligns with Gen Z’s focus on purpose and values.
In 2025, stories about the struggles of Gen Z have become increasingly common, especially against a backdrop of anxiety regarding artificial intelligence and a shrinking job market. Many business leaders have pointed out that while AI takes over simple tasks, “human skills” are more important than ever. Unfortunately, it appears that Gen Z lacks these essential interpersonal skills, which has led to a viral discussion about the “Gen Z stare.” This phenomenon highlights older generations’ frustrations with younger people’s awkwardness in professional interactions. However, studies show that Gen Z is not poorer or more unemployed; instead, they are experiencing a unique “quarterlife crisis” filled with anxiety and uncertainty.
In response to these challenges, some leaders are taking proactive steps. For instance, Rebecca Adams, Chief People Officer at Cohesity, an AI startup, decided to train her company’s managers on how to effectively communicate with Gen Z employees. As a mother of two Gen Z children, Adams felt it was essential to foster better interactions within her 6,000-employee firm. Similarly, Liz Feld, CEO of Radical Hope, is focused on teaching college students vital communication, emotional intelligence, and interpersonal skills through engaging programs on various campuses. She emphasized the noticeable rise in anxiety and stress among young people in recent years.
Adams shared her observations about new interns and hires struggling with what may seem like basic workplace etiquette. For example, some young employees miss meetings due to personal obligations or lack the know-how to manage their calendars. As a result, Cohesity has began offering explicit instructions on managing meetings and other essential workplace behaviors. Adams believes these initiatives are not mere hand-holding but rather necessary adaptations to a new workplace culture that values transparency and ongoing feedback.
She described how Gen Z employees seek continuous feedback and want to know the reasoning behind tasks. However, she also found it surprising how differently they approach work. For instance, during a lunch program set up for interns, one young worker missed an important meeting for lunch, saying they simply “had a lot going on” and didn’t see the need to prioritize the meeting. Adams expressed confusion over her son’s desire to choose an internship solely based on passion rather than practical considerations.
Yet, it’s not just a lack of workplace norms that concerns these leaders. Feld’s program focuses on fundamental life skills like empathy and basic conflict resolution—important lessons that many young adults seem to have missed out on. Through peer-led activities, students practice face-to-face communication, which some of them find intimidating. They often avoid simple interactions, fearing rejection and internalizing negative outcomes. This fear of small talk highlights how technology has hindered their development of social skills.
Adams and Feld both recognize that the intense pressure young people place on themselves is alarming. Gen Z often feels the need to have everything figured out, from career choices to life decisions, before even stepping into the professional world. Adams commented that this generation experiences performance anxiety that was not as prominent in earlier generations. They seem to meticulously plan their futures, often feeling overwhelmed by the stakes involved.
Interestingly, both Adams and Feld pointed out that many Gen Z individuals want to communicate face-to-face; they just lack the skills to do so. The need for direct communication skills is evident. In some cases, young applicants have even brought their parents to job interviews—a surprising trend reflecting the high level of parental involvement in their lives. This undoubtedly contributes to the pressure and anxiety these young adults feel as they navigate the complexities of adulthood.
In summary, as companies confront the challenges posed by a new generation entering the workforce, nurturing basic life skills and fostering open communication will be critical for bridging the gap between generations. The workplace needs to evolve just as much as young workers do, ensuring they are well-prepared for their roles.
#GenZ #Unemployable #LifeSkills #WorkplaceEtiquette #CareerDevelopment #Communication #Anxiety #YouthEmpowerment #FutureWorkforce #MentalHealth
Original Text – https://fortune.com/2025/09/29/suzy-welch-worries-that-gen-z-is-unemployable-and-some-leaders-are-intervening-to-teach-them-basic-life-skills/