Lack of motivation. A dearth of professionalism. Limited organization and communication skills.  

Employers say these perceived issues make them hesitate to hire recent college graduates. 

Experiential learning, internships, and a campus culture aimed at preparing students for life after college — all hallmarks of a Bryant education — may be the solution to matching Gen Z’s potential to employer needs. 

A 2024 survey of 966 business leaders conducted by Intelligent.com yielded some troublesome findings about Gen Z workers: three-quarters of respondents say they had unsatisfactory experiences with the recent college graduates they had hired, and six in 10 companies reported firing a Gen Z worker who had been hired within the past year.  

Additionally, one in six hiring managers say they are hesitant to hire Gen Z workers, who are often seen as unprepared for the workforce and unable to handle assigned work.  

Intelligent’s Chief Education and Career Development Advisor Huy Nguyen says there’s often a “huge contrast” between recent grads’ school and workplace experiences.  

“They are often unprepared for a less structured environment, workplace cultural dynamics, and the expectation of autonomous work,” he says, noting that while students gain theoretical knowledge in college, they often lack the practical tools required to succeed in the work environment. 

Todd Alessandri, Ph.D., dean of Bryant’s College of Business, says the combination of traditional book learning, real-world experience, and ‘soft skills’ learned in the classroom and through internships makes Bryant grads appealing to employers. For example, 99 percent of recent Bryant graduates are employed or pursuing advanced degrees within six months of graduation.  

"Gen Z has a lot of great strengths and great passion, but there are also things that they've experienced differently. We need to take the approach of understanding what these students have, what they do not have, and provide them with the workplace skills our corporate partners are seeking."

“At Bryant, we have all these interaction points between students and partners and alumni and mentors, so by the time they go from first year to fourth year, they've gone through a pretty good socialization process,” says Alessandri, who has Gen Z aged children of his own. “Gen Z has a lot of great strengths and great passion, but there are also things that they've experienced differently. We need to take the approach of understanding what these students have, what they do not have, and provide them with the workplace skills our corporate partners are seeking.” 

For example, hiring managers surveyed by Intelligent.com say Gen Z workers struggle with receiving feedback on their performance, and lack problem-solving skills. 

“This generation learns quickly, but they've been protected to a great extent from difficult circumstances, decisions, and outcomes. As a result, they need help navigating those situations,” says Alessandri. “They’re not used to receiving negative feedback, and they need to realize that it doesn't mean you're fired. It means we have something to work on.” 

Lack of professionalism is another complaint, with 9 of 10 hiring managers saying recent college graduates should undergo etiquette training. 

“When I meet with Bryant students, I can usually tell who's the senior and who's the first-year,” says Alessandri. “The senior shows up for a meeting in business casual or professional dress. A first-year might show up with a nice button-down top but wearing ankle socks. You catch that not-so-fullhearted embrace of what it means to be a professional.”  

“We really help develop those soft skills through working with alumni through mentorship programs, the internship process, and the number of times students have to present their work,” says Alessandri, pointing out that presentations require students to wear professional attire, be on time, and pay attention to their classmates when they present their work, rather than being on their phone or socializing.  

John Fellingham, a Finance lecturer who helps run Bryant’s Archway Investment Fund, spent decades working on Wall Street and runs his classroom like a work environment.  

“I tell my students, even though I work for you, I'm the boss,” he says. “I set parameters with regards to things like respect and attitude. I know they yearn for structure, and I do give them some, but I also want them to have initiative, independence, and flexibility. I tell them that in the world of investing there's often no right or wrong, but you need to have an opinion.” 

Alessandri says the biggest challenge he hears from employers is how to motivate young employees.  

“You have a large portion of students who are eager and will put in the work. Then you have some who are collecting their paycheck, but they're not going to go over and above,” he says. “I think it's more important to set realistic expectations that there are going to be times where you may have to work more than 40 hours a week.” 

Veronica Stewart, director of Bryant’s Amica Center for Career Education, says employers need to recognize that Gen Z students typically have been raised in environments where they are encouraged to speak up, be a part of decision-making, and share how they feel.  

“We want to know what our work is in the bigger picture. Why are we doing what we do? What is it for? I think when you show Gen Z the [context], we get really motivated.” 

Andrew Nagda ’26, president of Bryant’s chapter of the DECA business club, agrees, saying it’s a mistake to assume that Gen Z employees need to be micromanaged because they are perceived as lazy or untrustworthy.  

“We want to know what our work is in the bigger picture. Why are we doing what we do? What is it for?” he says. “I think when you show Gen Z the [context], we get really motivated.”