Gen Z employees aren't lazy — they're maxed out

Recently, one of my clients mentioned he was genuinely curious about his Gen Z co-workers. They seem to resist taking on new tasks, he said, and he wondered if they’re truly overwhelmed with work or whether it’s more so that they’re exhausted with life?  

It’s a fair and important question for any employer managing a multi-generational workforce.

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So, what’s going on with Gen Z?

Before I dive in, a caveat. Below are some generalizations—everyone is, of course, different and none of what I write is said with judgment.  

First, it’s helpful to understand the context in which Gen Z (born 1997–2012) entered the workforce.  

They’re digitally connected almost every waking moment. Even when they’re not working, they’re plugged in. Be it texting, business email, personal email, LinkedIn, Facebook, Snapchat, Instagram, WhatsApp, Netflix, TSN, Crave, Hulu, Prime, video games... you name it, they’re on it.

And beyond being “always on,” many of them started their careers during the pandemic, not an ideal time for learning the ropes as a new employee or connecting with colleagues, especially when it’s your very first job and you’re working from home by yourself. Many of these workers have since felt a bit lost and disconnected as a result.

Then, think of everything they’re facing while trying to build their careers: economic uncertainty, political polarization, climate change, rising living costs, growing unemployment (particularly for youth), the ongoing uncertainty over AI and a mental health crisis. Gen Zs are getting degrees and diplomas they don’t know will matter to their earning outcome, and they don’t know if the extra work will lead to upward mobility.

All of this is happening at a very pivotal time in their lives.

Then, layer onto that today’s soaring cost of housing, which means many Gen Z’ers have seen the dream of working hard to buy a home slip through their fingers. Today, 35% of young adults live at home with one parent (an upward trend) and 40% of Gen Z workers have a second job, either to pay the bills or for fear of losing their other job. Why work hard if that paycheck isn’t going to pay off?

Imagine starting out today, with all this uncertainty around you.  

No wonder some Gen Z workers genuinely feel overwhelmed, not just by work, but by life’s collective weight. It’s understandable they have a mounting sense that the future doesn’t seem to offer the hope and promise of previous generations.

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Why is it important to engage them?

Of course, good employers want employees from all generations to thrive.  

But when you consider Canada’s aging population, it’s especially important that we focus on Gen Z and younger millennial workers today because they’ll have to take over as more and more people retire. These two generations now account for over 50% of Canada’s working age population, and in the coming years, they’ll have to lead our organizations, our people, our projects and yes, our country.  

But the question is, do they even want the job?

From what I’ve read and heard in interviews, many Gen Z workers have no interest in moving “up the ladder” like previous generations. In fact, the 2024 survey by Robert Walters found that 57% of Canadian Gen Z workers don’t want to be middle managers, a trend sometimes referred to as “conscious unbossing.”  

They’re just not interested.

So, who’s going to lead us into the future if these young workers don’t want what employers are offering? I think this is why it’s so critical to engage them now.  

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Five ways to engage Gen Z at work

First off, if you’re a leader of Gen Z team members, try to keep the context above in mind because it can help reframe your thinking. Exhaustion is not laziness, and hesitation isn’t always resistance. Sometimes, these are signs that a worker needs clarity, support, purpose and empathy.

So, rather than labeling Gen Z’s resistance to extra work as laziness, fragility or entitlement, consider asking a more constructive question: How can I better engage my Gen Z employees, so they’re more open to growth, even amid stress and fear?

Here are five tips to try.

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1. Highlight the purpose of the work

We’ve all heard it so often, I’m sure you’re rolling your eyes as you read this. But when was the last time you actually explained to a young worker what the purpose of their work is?  

As a Gen X, I can tell you, it wasn’t the norm for my generation, so it doesn’t come naturally to me as a leader today. When I was starting out, I was given a task, and I did it. End of story.  

But since Gen Z isn’t just working for a paycheck, they need to feel like their work matters. Purpose isn’t fluff to this generation; it’s a motivating force. When they understand how their tasks connect to the bigger picture, they’re far more likely to engage — even if the work itself isn’t always glamorous.

What leaders can do

Before assigning a task, explain why it’s important — to the organization, to the team and to the employee’s own professional development. Don’t assume they see the bigger picture; paint it for them.

For example, instead of saying, “We need you to run the numbers for this report,” try this:

“Running these numbers will help the team make smarter budget decisions next quarter. Your accuracy here directly supports our financial health and will highlight to leadership your attention to detail.”

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2. Invite input on how to redistribute the work

When Gen Z workers push back on new responsibilities, it’s not always because they’re unwilling — sometimes, it’s because they’re unsure how to balance new tasks alongside everything else on their plate. This generation is often hyper-aware of their own limits. They’re wary of burnout because they’ve seen what overwork does to people and are trying not to follow suit.

Gen Z has been dubbed “the anxious generation” for a reason. A 2024 Leger survey found that 74% of Gen Z Canadians report anxiety and 44% report depression.

What leaders can do:

There are always times when extra work needs to be done. However, instead of unilaterally assigning more work, invite Gen Z team members to collaborate on the solution.  

Ask: “We need to get this done for our client by XX DATE. What’s the best way to fit it into your current workload? What can we shift, pause or streamline to make room for this?”

By involving them in the decision-making process, you foster a sense of autonomy and trust — two qualities Gen Z deeply values in their employers.

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3. Make work a collaborative decision, not a directive

Gen Z grew up with Google and YouTube, so they’re used to getting information themselves (even if it’s not always correct). This has given them a sense of agency that other generations didn’t have, along with a more democratized view of authority. They’re less impressed by titles and don’t necessarily see older colleagues as wiser. So, instead of accepting what their leaders tell them as fact, they need to understand for themselves why something is done a certain way before they do it.

This means the old-school approach of, “Do it because I said so” won’t go far with this group. Instead, they’re more motivated by leaders who coach, not command.

What leaders can do

Whenever possible, give Gen Z workers a say in what they take on. Ask for their preferences, feedback or ideas for improvement. Let them feel like they have some control over their workload. Of course, it’s not always possible to say yes to everything, but showing that you’re willing to listen goes a long way. And when a decision must be made from the top down, explaining the rationale helps ease friction.

Here’s an example of a good coaching technique for Gen Z:  

Leader: "I've been really impressed with your work on this project and wondered if we could prioritize adding this one new feature <EXPLAIN WHAT IT IS>. How do you think we could implement that without overwhelming the current development timeline?"

Employee: "I think we could brainstorm potential solutions, perhaps add an AI-driven chatbot, so it’s more automated. I think I could work on that if we extended the timeline on my other deliverables.”

Manager: "I think that’s an interesting idea. Can you meet the deadline on the AI powered chatbot if we extend the deadline on your other project?”

Employee:  “Absolutely. I’m on track for the new deadline.”

Manager: “Great! Let's work together to ensure it's executed successfully. Before you get started, can you bring me up to speed on any research you’ve done on implementing chatbots?”

Employee: “Yes, I’ve met with our tech team virtually and have all the info I need to implement this securely.”

Manager: “Well done on collaborating with our Tech team. Can we connect on Wednesday for another update and discussion?  If you have an urgent question, feel free to text me. Is there anything you need from me to meet your deadline?”

Key takeaways:

• Recognition is critical: Start with, “I’m impressed….”

• Questioning versus telling:  Ask, “Do you have any thoughts?”

• Change how you do things: Can you try a new tool or a new way of doing things? “Same old” is not that interesting.

• Crowdsource their ideas: Gen Z wants collaboration, so try to seek their input whenever possible.

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4. Frame tasks as stepping stones to something bigger

Gen Z is pragmatic about their careers. They want to build skills, increase their value, and see a clear trajectory — even if they’re still figuring out exactly what that trajectory looks like.

What leaders can do

Tie new assignments to specific development opportunities. Help Gen Z employees see how today’s task could lead to tomorrow’s promotion or help build a portfolio of experience that serves their longer-term goals.

Instead of just assigning a task, explain: “This project will stretch your presentation skills. If you do well, I’ll make sure you get a bigger platform next quarter.”

Or

“You’re building strategic thinking here — a skill we look for in future team leads.”

When you frame additional work as career currency, Gen Z is more likely to invest their effort.

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5. Before assigning, explain it: Why them?

If you believe they’re the best person for the job, tell them. If you appreciate their insights, tell them. If you think it’s a good task for them at this time because they have extra time, discuss it before assuming.  

And if there’s an incentive to go above and beyond, tell them.

In all cases, it’s always a good idea to explain it fully before you add the task to their plate.  

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Lead smarter, not harder

The key to managing Gen Z employees who seem overwhelmed is not to push harder, but to lead smarter. This generation brings fresh perspectives, tech fluency and social awareness — but they also carry the weight of a fast-paced, uncertain and expensive world. They need purpose, clarity, collaboration and a positive path forward.

When leaders provide those things, Gen Z employees respond not with resistance — but with commitment, curiosity and growth.