Some employers have admitted they’re much less more likely to rent Gen Z candidates, when in comparison with different candidates, at a time when unemployment for younger individuals is rising.
One enterprise advised The i Paper that youthful individuals usually seemed for “flexibility, high salaries and rapid progression from day one” while one other mentioned every job had so many candidates, these with extra expertise have been more likely to get employed.
It comes at a time when unemployment is on the rise with the most recent figures exhibiting the speed had risen to five.2 per cent within the three months to December 2025, the best degree in practically 5 years, whereas wage progress continues to gradual.
The jobless fee for individuals aged 16-24 was significantly excessive, rising to 16.1 per cent within the closing quarter of final yr.
Andrew Hulbert, chair of the Institute of Workplace and Facilities Management, the physique for office and amenities professionals, mentioned he was seeing a regarding pattern round warning with hiring Gen Z.
He mentioned: “There tends to be some concern concerning the ‘typical’ attributes of younger individuals which we really feel is unfair.
“The concept that they don’t want to work as hard as the older generations or that they don’t want to leave their homes more than twice a week gives them a bad reputation. But in reality, young people have amazing creativity and bring so much to the role in terms of new ideas, AI skills and automation prowess.”
The i Paper spoke to a number of employers to seek out out their issues over hiring Gen Z candidates.
‘Employers becoming ruthless’
James Buckley-Thorp, 36, founding father of start-up building insurance coverage software program firm, Atlian Insurance, mentioned when it got here to interviewing Gen Z candidates, he usually noticed a mismatch between expectation and output.
He mentioned: “People who haven’t but constructed something, shipped something, or offered something, predict flexibility, excessive salaries and speedy development from day one.
“Start-ups don’t run on vibes. They run on execution. If someone shows hunger, ownership and a willingness to do unglamorous work, I’ll hire them. But if someone turns up expecting comfort before they’ve created value, it’s a non-starter.”
James mentioned this wasn’t the case with all Gen Zers, nonetheless, and he has met some candidates with resilience and curiosity, who stand out instantly.
But he mentioned a number of the time it feels as if individuals are making use of for a “lifestyle not a job.”
“I’ve had candidates ask about four-day weeks, mental health days and salary progression before they’ve even understood what the business does,” James added.
He shared one story of a candidate asking to have a time off every week as a psychological well being day to take care of her cat, whereas additionally listening to of 1 candidate bringing their mum and pop to their interview.
“Employers have also become ruthless. AI is stripping out junior, low-value roles. Companies don’t need five average graduates anymore; they need one exceptional operator who can deliver immediately,” James mentioned.
He added that too many younger individuals have been taking part in “a numbers game”, sending off massive quantities of functions with out taking the time to personalise their functions to the precise position they’re making use of for.
“Recruiters can spot an automatic software immediately. No matter how polished it appears to be like, it reads generic, low effort and entitled.
“If you actually want a job, slow down. Spend a day on three applications, not 30. Research the company properly. Understand how they make money. Then show them, clearly, how you can help them make more of it or save time. That alone puts you ahead of most candidates,” he mentioned.
Simon Lazarus, 44, head of content material and PR at on-line luxurious watch platform Chrono Hunter, mentioned as his enterprise continues to develop, they’re having to streamline candidates.
He mentioned: “Although Gen Z employees can bring advantages such as digital fluency, adaptability and comfort with fast-changing tools like AI, we are having to streamline candidates like never before who have relevant experience in the luxury watch industry or retail market.”
Simon added he comes throughout various candidates making use of with restricted work expertise or communication kinds that differ from conventional office norms.
“There’s additionally generally a mismatch of expectation between what Gen Z candidates need (flexibility, objective, suggestions) and what conventional workplaces like ours supply.
“In essence, they’re generational differences that good management can bridge. There must be clear onboarding, mentorship and flexible structures to get the best out of Gen Z employees,” he defined.
Simon mentioned he has additionally observed a scarcity of analysis by candidates beforehand into what the enterprise really does.
“This appears to be the norm when compared to those with more expertise.”
Rebecca Hunter, founding father of Jolene, mentioned she wasn’t reluctant to rent Gen Z candidates however was “more cautious” primarily based on her expertise.
She mentioned: “I’ve labored with some extremely motivated Gen Zers, who go in opposition to the everyday stereotype. I’ve additionally labored with Gen Zers that need to be CEO after being on the firm for 5 minutes.
“For me, when hiring, it always comes down to attitude. I’m always on the look out for someone who’s eager to learn, willing to roll up their sleeves and get stuck in. In a start-up like Jolene, no task is beneath anyone.”
Generational stereotypes
Hannah Salton, a profession coach, mentioned that Gen Z acquired a number of unhealthy press when it got here to work readiness.
She mentioned: “I hear that some younger candidates do fall down in areas like professional attire, punctuality and taking notes – but I’d argue that’s less a character flaw and more a gap in opportunity. Previous generations had more access to Saturday jobs and informal work experience, and Gen Z are trying to catch up.”
Salton added: “Where Gen Z have a tendency to face out is of their self-awareness – they usually know what they need, what they worth, and what they gained’t compromise on, usually sooner than earlier generations did.
“They’re also digitally fluent in ways that go well beyond software – they understand how information moves and how to communicate across platforms, which is increasingly valuable in almost every industry.”
Under the Equality Act 2010, age is a protected attribute and crucially, age discrimination shouldn’t be restricted to older staff.
Danielle Parsons, employment companion at legislation agency Irwin Mitchell, mentioned damaging stereotypes about youthful staff circulating in public debate and within the office, with labels corresponding to “snowflakes”, have been turning into more and more frequent.
She mentioned: “When hiring choices are influenced by stereotypes—corresponding to perceptions that youthful staff are much less resilient or much less dedicated—employers danger crossing the road into direct discrimination. This might result in expensive employment tribunal claims.
“Employers should instead focus on the actual skills, competencies and qualifications required for the job.”
Within her capability as a lawyer, Danielle has seen growing confidence amongst people prepared to problem employers who act unfairly.
“Employers should document their decision‑making processes carefully so they can justify them if they are challenged,” she warned.
Last week, the Government unveiled a £1bn plan to unlock 200,000 new jobs and apprenticeships for younger individuals, as youth unemployment within the UK continues to develop.
The i Paper beforehand spoke to younger 18-year-olds struggling to receives a commission full-time work, citing a scarcity of expertise as being one of many largest boundaries to securing a job.