Survey cites lack of professionalism and motivation, poor communication among younger cohort – but new grad hires can revitalize organizations, says expert
A recent survey reveals that while companies are eager to bring fresh talent onboard, there are concerns regarding the preparedness of new graduates for professional environments.
According to the Intelligent.com survey, which interviewed 966 “business leaders involved in hiring decisions at their company”, 75% of companies found some or all recent Gen Z hires “unsatisfactory”, citing issues such as lack of professionalism, poor communication, and challenges with receiving feedback.
Respondents also said new grads are “entitled” and “unprofessional”. To Amber Nicholson, Manager of Careers and Work Integrated Learning at the Alberta School of Business, those results simplify a problem.
“I always am a little bit hesitant to treat a whole generation of students with one brush, because I think there’s certainly events, I think COVID being the most identifiable, that have sort of shaped the experience of the generation,” says Nicholson, explaining that this formative upbringing has cultivated certain skills and mindsets among Gen Z, but also highlights gaps in experience that employers must address.
Many Gen Z graduates are stepping into their first professional roles without a clear understanding of workplace expectations. The survey found that 65% of hiring managers perceive recent graduates as “entitled,” and 63% believe they are “easily offended.”
Other common reasons listed for underperforming new grads include:
As Intelligent.com’s survey highlights, 9 in 10 hiring managers recommend etiquette training for new hires. By investing in training programs that address workplace norms, feedback protocols, and professional communication, companies can help Gen Z employees adjust more effectively.
Feedback is a critical part of growth, and Gen Z employees, while often stereotyped as resistant to critique, may simply need structured and thoughtful communication. As Nicholson explains, building trust through regular, meaningful interactions can create a foundation where feedback feels constructive rather than critical.
“It kind of gets back to that emotional intelligence piece that we hear about on both sides … knowing how to interact, get to know people before maybe having those more difficult conversations,” she says.
“Assumptions can lie on each side, especially if you're not in the same physical workspace together. I think communication almost becomes more important in many ways, because there has to be that opportunity for those genuine interactions, even if they happen to be online.”
The shift to remote or hybrid work, driven by the pandemic, means new grads may miss out on critical in-person interaction and feedback that can help them understand company culture and adjust their behaviors accordingly. Creating structured opportunities for feedback, both online and in-person, may be key to bridging this gap, she says.
“There's so much context lost when you're having an online conversation,” says Nicholson.
“I can imagine that being challenging if you're receiving feedback, and maybe you've never met a person, never had that chance to build a relationship and get to know them. And I think that's a real challenge, and not just for new professionals, in this new sort of hybrid world we live in, where most people work at home at least part of the time.”
Despite some challenges, Gen Z brings valuable skills and perspectives to the workplace, Nicholson has observed, as they are often tech-savvy, socially aware, and a generally more entrepreneurial spirit than their older colleagues may possess.
“There's an entrepreneurial mindset, and a real sort of social conscience there, and awareness of social issues and those kinds of things,” Nicholson says.
“Ask young graduates or new graduates how they might see themselves contributing to their particular position or project … or about the way things are done, or about the way a project could be contributed to.”
Encouraging recent graduates to share their unique perspectives can benefit both the organization and the individual, as doing so can help them feel more connected to their work and therefore more motivated to excel. Plus, tapping this cohort for their perspectives can help the organization anticipate and adapt to future needs.
“You don’t really want to hire someone who has the exact same perspective as you – you already know your own perspective,” she says.
“So what can be gleaned from a new perspective? And I think that's something new graduates bring. And let's face it, they have had some pretty unique events that have sort of shaped their world view. Working with those fresh and new perspectives is an amazing boost to organizations.”
Nicholson stresses the importance of mentorship and guidance; she suggests pairing new graduates with mentors who can offer guidance, feedback, and insights into the workplace culture.
Creating structured onboarding programs that go beyond typical training can significantly impact how well new hires adapt. By clarifying expectations early on and providing support, companies can help new employees transition more smoothly into their roles.
Nicholson notes that mentorship and support during the “on-ramp period” can be an investment in an organization’s future workforce, adding, “I think with the rates of folks set to retire in the next few years, shying away from refreshing your workforce in that way, I think other organizations are going to take advantage of that.”
While some hiring managers may be hesitant, Intelligent.com’s survey shows that 84% of companies still plan to hire recent graduates in 2025. To ensure a strong cultural fit and smooth transition into the workforce, Nicholson recommends proactive engagement with students before they enter the job market.
She emphasizes the benefits of partnerships between organizations and educational institutions, stating, “You’re sort of previewing future talent in that way.” Opportunities like internships, case competitions, and student conferences allow companies to familiarize themselves with potential hires and evaluate their fit with the organization’s values and culture.
In addition to on-campus engagement, Nicholson suggests that employers look at their recruitment practices to ensure they accommodate diverse learning and communication styles, especially with tech-savvy Gen Z as potential applicants.
“A lot of prospective employees, whether they're new graduates or more seasoned, are going to be looking at corporate website,” she says.
“So if you have things like your company values clearly stated, and reiterating those, and things like job postings being really clear about the technical and transferable skills, what's non-negotiable, what can be learned on the job.”
In terms of interviewing Gen Z applicants, accessibility and diversity are the word of the day.
“We see a real diversity right now in interviews. From an accessibility perspective, some employers will actually provide interview questions ahead of an interview to prospective candidates, or do interviews in slightly different ways, be that via video or some sort of screening process. So there's really diverse ways that people are interviewing right now.”
