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Time of India
11 hours ago
- Business
- Time of India
1 in 10 employers now avoid hiring Gen Z: The strange new reality of US job market
In a job market already shaped by high turnover and shifting expectations, a new challenge is making recruitment even more unpredictable: ghosting by Gen Z candidates. Once a rare frustration, this practice—where applicants abruptly cut off all communication with employers, often without explanation—has become alarmingly common. The impact is no longer anecdotal. According to a June 2025 survey by which polled 1,115 US hiring managers, a majority say they've experienced ghosting from Gen Z applicants. Even more striking, 1 in 10 hiring managers now say they actively avoid hiring Gen Z candidates altogether. With more than half reporting they've been ghosted after extending a job offer, employers are not just frustrated—they're losing trust in an entire generation entering the workforce. This isn't just about missed emails or indecision. The ghosting occurs at critical junctures. Some candidates are accepting job offers and then disappearing without completing onboarding paperwork. Others go as far as submitting all documents, only to never show up on their first day. Even more baffling are the cases where young employees show up for a few days, settle in—and then vanish without notice, explanation, or further contact. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Free P2,000 GCash eGift UnionBank Credit Card Apply Now Undo Silence across the hiring timeline The phenomenon isn't confined to the final stages of hiring. According to the survey, the 'silent treatment' begins much earlier for many hiring teams. Nearly one in four hiring managers say they've had Gen Z candidates vanish before they could even establish initial contact. Another 41% report that applicants stopped responding after the first outreach message, while 38% noted that communication dropped off after the interview stage. For some, the final insult comes when the offer letter is sent, and the candidate simply never replies. This growing trend of disengagement is forcing companies to confront a hiring environment where even seemingly enthusiastic candidates can disappear without warning. A trust crisis taking shape As ghosting becomes more common, it's reshaping how employers approach hiring, and not in positive ways. The report finds that 66% of hiring managers believe Gen Z ghosting has made the overall recruitment process more difficult. As a result, the time it takes to fill roles is unnecessarily extended, wasting resources and delaying project timelines. More than half of the managers surveyed—54%—say they are now more cautious when extending job offers, often second-guessing the enthusiasm or commitment level of younger applicants. The emotional toll is just as significant as the logistical one. Almost half (47%) admit that frequent ghosting incidents have eroded their trust in Gen Z candidates. In response, 34% of managers say they are beginning to favor older applicants, while 7% say they've stopped considering Gen Z candidates altogether. Team planning and workflow scheduling are also being affected. Around 35% of managers report disruptions to team coordination due to last-minute dropouts. In workplaces built on collaboration and tight timelines, even a single unexpected absence can throw an entire department off balance. Setting expectations early According to the survey, 52% of hiring managers now emphasize commitment expectations early in the recruitment process in an effort to weed out potential no-shows. Others are experimenting with new engagement tactics. Nearly 43% of managers say they check in regularly with candidates between the offer and start date to maintain contact and build rapport. Some are shifting to more relaxed, conversational interviews—37% believe this encourages trust and transparency. A growing number of employers, around 34%, are even delaying formal offers until later in the process, hoping to reduce the risk of early dropouts. Onboarding strategies are changing too. Hiring managers have begun incorporating social or team-based welcome activities to foster early engagement, increase a sense of belonging, and reduce the chances of new hires disappearing before their first week is over. While the report doesn't delve into Gen Z's motivations, the behavior aligns with broader generational patterns. Raised in a hyper-digital world of instant messaging and non-committal connections, many Gen Zers may view the hiring process as transactional rather than relational. For them, walking away from a job offer—especially if something better comes along—may not seem as drastic as it does to older generations. What recruiters want now As hiring managers adapt to this unpredictable new normal, they are also refining how they identify dependable candidates. According to the report, recruiters now pay closer attention to signs of follow-through and professional etiquette. Punctuality for interviews is a top indicator of seriousness, noted by 68% of respondents. Consistent communication, highlighted by 65%, is also viewed as critical. Managers are increasingly encouraged when candidates demonstrate interest by asking thoughtful questions or replying promptly to emails and scheduling requests. Even small gestures, like a post-interview thank-you note, are gaining new weight—36% of hiring managers say they now consider such notes a marker of professionalism and dependability. Perhaps most telling is the perception gap between generations. The survey shows that 9 in 10 hiring managers believe Gen Z is more likely to ghost than any other age group. Of these, more than half say Gen Z is somewhat more likely to ghost, while 33% say the younger generation is much more likely to do so compared to Millennials, Gen X, or Baby Boomers. A two-way street While the numbers raise concern, the issue of ghosting may also reflect a deeper disconnect between employers and young workers. The solution likely won't come from stricter policies alone. Experts suggest that organizations need to think beyond resumes and reference checks—they must reimagine how to build trust with a generation that values flexibility, purpose, and personal connection more than ever before. Ghosting, after all, doesn't just disrupt hiring timelines. It sends a loud message about how candidates view their potential employers—and whether they feel seen, heard, or valued in return. For now, the message from hiring managers is clear: communication, commitment, and mutual respect are no longer optional. They're the foundation of every successful hire—and in today's volatile job market, they may be the only thing stopping your next great candidate from disappearing into thin air. Is your child ready for the careers of tomorrow? 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Yahoo
30-05-2025
- Business
- Yahoo
Half of Gen Z ChatGPT users say they view it as a co-worker, survey shows
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. As Generation Z workers embrace artificial intelligence tools in the workplace, more than half said they see ChatGPT as a co-worker or even a friend, according to a May 21 report from Nearly half of Gen Z workers also said they'd rather ask ChatGPT questions than consult their boss, the report found. 'Gen Z entered the workforce at a time when AI tools like ChatGPT were already becoming mainstream,' said Irina Pichura, a career coach with 'They see it not as a threat but as a tool that enhances productivity and even offers real-time support throughout the day.' In a survey of more than 8,600 full-time U.S. workers, 11% said they use ChatGPT regularly, including 21% of Gen Z workers. More than 80% of ChatGPT users said they turn to the tool for work-related tasks, and 66% said they use it to brainstorm or talk through ideas. Beyond that, workers said they use ChatGPT for more casual reasons, including personal conversations (37%), games (24%) and a way to appear busy when they don't have anything to do (14%). About 1 in 5 Gen Z users said they spend at least an hour chatting with or playing games on ChatGPT during the workday. In personal conversations with ChatGPT, workers said they use the tool for advice on tough decisions, including challenges with co-workers, mental health or emotional struggles and relationship issues outside of work. While 86% of Gen Z users see ChatGPT as a helpful work tool, they're more likely than other age groups to describe it as a source of entertainment (36%), a companion (32%) or a therapist (21%). 'Gen Z workers have grown up with instant access to information, so it's no surprise they turn to AI before turning to a manager,' Pichura said. 'For them, ChatGPT offers fast, judgment-free answers, which can feel more efficient and comfortable than approaching a supervisor, especially in remote or high-pressure environments.' Amid increased feelings of stress and isolation at work, work friends could be the answer to burnout, according to a KPMG leader. Employers can encourage connection through project milestone celebrations, social events and non-work-related activities, KPMG found. AI tools can also be part of the solution — by freeing up time for relationship-building in the workplace through mentoring or coaching. At the same time, workers appear to be leaning away from making friends at work, according to a Glassdoor poll. Remote work, higher turnover and layoffs have made it harder to make friends, workers said. Gen Z employees also seem to be more willing to bend the rules to 'get the job done,' according to a report from LRN Corp. Generational gaps in ethics and compliance could lead to unique challenges for companies with multi-generational workforces, the report found, including areas such as AI use at work.
Newsweek
22-05-2025
- Business
- Newsweek
Gen Z Would Rather Ask Chat GPT for Help Than Their Boss
Based on facts, either observed and verified firsthand by the reporter, or reported and verified from knowledgeable sources. Newsweek AI is in beta. Translations may contain inaccuracies—please refer to the original content. Gen Z has grown up in an age of new technology. That includes artificial intelligence, which has infiltrated the workplace, from job applications and interviews to even mentorship. According to a new report from 49 percent of Gen Zers say they rely more on Chat GPT for help than their boss. Roughly 47 percent of millennials said the same. Why It Matters The rise of artificial intelligence chatbots such as ChatGPT has raised concerns in education and the workplace. While many schools have banned the use of AI on assignments, many companies have moved full speed ahead with AI tools to increase productivity and streamline operations. A close-up of a smartphone displaying the ChatGPT logo on a white screen, with the same ChatGPT logo shown on a laptop screen on February 19, 2025, in Chongqing, China. A close-up of a smartphone displaying the ChatGPT logo on a white screen, with the same ChatGPT logo shown on a laptop screen on February 19, 2025, in Chongqing, To Know Individual employees at work are often experimenting with AI to see if they can improve their efficiency or even just craft an appropriate email correspondence to a colleague. For Gen Z, AI in the workplace may be replacing the conversations they once had with their bosses, as 49 percent say they rely more on Chat GPT for help than their boss, according to That was similar to millennials who said the same, at 47 percent. The survey of 8,647 full-time U.S. workers revealed that across the board, 11 percent of workers used ChatGPT regularly. However, Gen Zers were twice as likely to use the tool at 21 percent. Older generations are much less likely to integrate AI into their workflows, as only 9 percent of Gen X and just 6 percent of baby boomers said they used ChatGPT regularly. Altogether, 40 percent of workers said they rely more on ChatGPT than their boss to answer questions. "Gen Z workers have grown up with instant access to information, so it's no surprise they turn to AI before turning to a manager," Career Coach Irina Pichura said in the report. "For them, ChatGPT offers fast, judgment-free answers, which can feel more efficient and comfortable than approaching a supervisor, especially in remote or high-pressure environments." What People Are Saying Kevin Thompson, the CEO of 9i Capital Group and the host of the 9innings podcast, told Newsweek: "Gen Z sees ChatGPT as a good option and assistant. This is a highly practical option versus asking your boss for the answer. This could also help show initiative in regard to processes allowing you to focus your attention in areas while adding significant time savings." Alex Beene, a financial literacy instructor for the University of Tennessee at Martin, told Newsweek: "Over the past two years, we've seen administration at many employers stretched further and further, with many in leadership getting more employees that report to them and fewer hours to assist. While there certainly could be cases of Gen Z taking decision-making into their own hands with AI, the reality probably is they're using it for basic decision-making because their manager is slower to respond to some requests. When you have immediate needs and are looking for solutions that follow your employer's protocols, AI can be a simple and easy way to generate a decision without waiting for long periods of time for your manager to reply." HR consultant Bryan Driscoll told Newsweek: "Many younger workers today see how speaking up can get you labeled as a difficult employee, how asking too many questions makes you look incompetent, and how managers often don't have the time or emotional intelligence to manage people effectively. AI doesn't condescend—unless you ask it to— and it doesn't micromanage or make you feel stupid for not knowing something. What Happens Next While older generations may view Gen Z's AI use as a lack of work ethic, Driscoll said they often weren't dealing with "toxic bosses in a 24/7 surveillance culture." "Gen Z is just adapting to a system that doesn't prioritize their growth or well-being," Driscoll said. "If managers don't step up—and if companies don't give managers the space and time to step up—relevance and trust will continue to erode." While AI can be a major time saver for all workers, it can also lead to cost savings for business and the end of inefficient meetings, Thompson said. However, Gen Z should be wary of some AI developments happening at businesses. "A huge warning for Gen Z: Businesses are asking Gen Z to program AI for their business," Thompson said, "while Gen Z may not realize they are creating their replacement."
Yahoo
13-05-2025
- Business
- Yahoo
Over half of hiring managers say recent grads are unprepared for the workforce
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Most hiring managers feel skeptical about the capabilities and professionalism of young workers joining the workforce, with 1 in 6 saying they're reluctant to hire the cohort, according to a May 6 report from More than half of hiring managers said recent graduates were unprepared for the workforce and difficult to manage, while 78% said recent graduates spend too much time on their phones. 'Colleges don't teach students how to behave in the workplace, and there is a lack of transitional support from both universities and employers,' Irina Pichura, career coach, said in a statement. 'Most students graduate with little exposure to professional environments, so when they arrive at their first job, they're often learning basic workplace norms for the first time.' In a survey of 1,000 hiring managers, 8 in 10 said a recent college graduate didn't work out at their company during the past year, 7 in 10 said they put recent hires on performance improvement plans, and 65% said they had to fire a recent graduate. Only 58% said they'd consider hiring from the graduating class of 2025. Among the companies where recent graduates didn't work out, nearly half of hiring managers said the top issue was a lack of motivation or initiative. In addition, they noted a lack of professionalism (39%), excessive phone use (39%), poor time management (38%) and an attitude of indifference (37%). Others also pointed to poor communication skills, difficulty handling feedback and an inability to adapt to company culture. In day-to-day experiences, 87% of managers said recent graduates are often or sometimes on their phones during work hours. Beyond that, 72% said these employees often or sometimes struggle to manage their workload, and 60% said recent graduates turn in assignments late. In terms of skills and qualities that would boost the likelihood of hiring these candidates, managers most often asked for initiative, a positive attitude, a strong work ethic, adaptability, openness to feedback, punctuality and strong interpersonal skills. In contrast, few managers said factors like avoiding political talk or having a polished social media presence would influence their decision. Generation Z workers appear to be stressing out managers, with 1 in 4 saying they'd avoid hiring them if they could and nearly 1 in 5 thinking about quitting due to the stress, according to a report from In response, managers are altering their management style to accommodate younger workers that require more time and resources. Managers can help struggling Gen Z employees fit into the workplace, HR experts told HR Dive. A structured onboarding process can help Gen Z workers understand their jobs and expectations, and foster a sense of belonging can build purpose, job satisfaction and well-being, the experts said.
Yahoo
04-03-2025
- Business
- Yahoo
Amid DEI Rollbacks, Here Are 3 Key Steps Leaders Can Take
Credit - Getty Images For 25 years, I hid my limb difference—a disability that shaped my life—keeping it invisible and avoiding any conversation about it at work. This constant hiding drained my leadership and well-being, making me feel exhausted and isolated. My experience isn't unique; countless employees conceal essential parts of themselves, stifling innovation and undermining the inclusive cultures many organizations claim to champion. The cost of this widespread hiding is profound. As DEI initiatives face major setbacks, with 11% of companies likely to eliminate these programs by 2025 according to a January 2025 report by the pressure to conform is intensifying. These rollbacks aren't just small shifts—they are significant setbacks that undermine years of work toward creating strong cultures of belonging, leaving employees feeling even more excluded and less valued. When employees hide their authentic selves, they experience lower job satisfaction and are more likely to leave their positions within a year. As a result, DEI rollbacks create environments where employees feel disconnected, deepening their isolation and disengagement, which ultimately hampers team cohesion and productivity—the bottom line. Read More: Retreating From DEI Initiatives Could Cost Businesses Billions Moreover, organizations lose out on the diversity of thought necessary to innovate. A 2023 McKinsey report revealed that companies with top-quartile ethnic and cultural diversity on executive teams were 39% more likely to have above-average profitability. This advantage vanishes if diverse employees don't feel safe expressing their unique perspectives. It begs the question: what should leaders do in the face of these rollbacks? The antidote to this culture of concealment is what I call "unhiding"—creating an environment where employees feel safe to bring their best selves to work. When I chose to be open about my limb difference, it transformed my leadership. Trust increased, communication improved, and creative problem-solving surged among my colleagues. This personal experience is backed by research. Psychological safety—the belief that one won't be punished for speaking up with ideas, questions, or mistakes—is one of the most critical factors in high-performing teams. When team members feel psychologically safe, they're more likely to take risks, share innovative ideas, and learn from their mistakes. But the truth is, it's up to the leaders to go first. We set the tone for trust, openness, and vulnerability. Here are three powerful steps we can take: Look for signs that employees are holding back—whether it's avoiding tough conversations, staying quiet in meetings, or withholding ideas. Silence signals broken trust. It's time to rebuild coworking relationships by opening up communication channels. Hold regular one-on-one check-ins where employees are encouraged to voice concerns and share feedback. Instead of just asking how's everything going, try specific questions like "How can I best support you?" This sets the expectation that open communication is welcomed and valued. Feedback isn't just about performance—it's about connection. By prioritizing consistent, thoughtful conversations, leaders create an environment where silence is replaced with trust, collaboration, and innovation. According to Gallup research, 80% of employees who say they receive meaningful feedback are more fully engaged. A meaningful conversation can last between 15 and 30 minutes—but only if it happens frequently. Lead by example. Share your struggles, mistakes, and humanity. It takes courage and shows your team that imperfection is not only okay, but essential for growth. When leaders embrace vulnerability, they create a culture where openness isn't just encouraged—it's expected. ATD (Association for Talent Development) reports that vulnerability fosters trust, encourages open communication, and builds stronger relationships within teams. Share a personal story in your team meetings about a challenge you've faced and how you navigated it. For example, you might say, "I struggled with asking for help on a recent project because I didn't want to seem weak, but I realized that it was the right thing to do. Here's what I learned about the importance of teamwork." By showing vulnerability, you encourage others to feel safe doing the same. When employees feel psychologically safe, they take risks, share ideas, and challenge the status quo—fueling innovation and driving business success. According to a study from the Center for Creative Leadership research, teams with consistent perceptions of psychological safety demonstrated higher performance and lower interpersonal conflict. In contrast, teams with varying levels of psychological safety among members were less effective. WhenLet your team know they can speak up without fear of judgment. Set clear policies, provide regular feedback, and maintain open communication. Implement a "no judgment" policy where every team member knows that their ideas, no matter how unconventional, will be treated with respect. Consider setting up a digital platform where employees can share feedback or ideas without fear of immediate judgment. Additionally, acknowledge and publicly thank employees for their input, which shows the team that their voices can't afford to ignore how important diversity is to workplace culture. Failing to address hiding not only leads to burnout and disengagement, but it also undermines the organization's long-term competitiveness. Leaders who overlook these issues risk losing top talent and seeing their companies fall behind those who prioritize inclusivity and psychological safety. It's time to create environments where everyone feels safe to show up fully and thrive. Positive workplace cultures aren't a luxury—they're a necessity for success. Contact us at letters@
