Gen Z job seekers maintain traditional employment practices. They embellish their qualifications and are separated from opportunities that do not meet their standards without words. In a June 2025 resume.org survey, more than half of recruitment managers reported that Z candidates disappeared after receiving their job offers, with 66% saying this trend made hiring more challenging.
It is just one of the signs of a deeper cutting. “There’s a growing trust gap between employers and young job seekers,” says Jeri Doris, chief human resources officer at New York’s human resources platform Justworks. Many Gen Z candidates have witnessed a massive amount of layoffs applied to “ghost jobs” – roles posted, but never met, but have navigated the employment of the algorithm. result? They are asking, Can this employer be trusted too?
The bigger outcome is workplace divisions where younger candidates are skeptical while employment managers struggle to adapt. That skepticism is evident in all things from prolonged silence or unblemished eye contact in tense interviews (i.e., Virus gen Z stare) with candidates who disappeared when corporate delivery fails. However, this disparity is not permanent. Smart employers are finding ways to bridge the gap.
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“We are leading five generations of workforce, and this has never happened before,” stressed Doris. “The best policy is to meet people who they are, not where we wanted it.”
Below we recommend four strategies to address the root causes of hiring friction.
Drop generation stereotypes
“Not all boomers are allergic to slack, and not all generations of Zar are glued to their phones,” stresses Doris. People want recognition, respect and true understanding. “So we coordinate your communications throughout the recruitment process, not the membership of a particular generation that they are part of,” she says.
This personalized approach is important because stereotypes can lead to costly employment errors. For example, a hiring manager might pass older candidates on technical roles. They assume that these workers are unable to adapt to modern collaboration tools. On the other hand, they may overlook the poor communication skills of Gen Z applicants, assuming that digital flow ency corresponds to professionalism.
A great employer does not judge a competency based on someone’s birth year. They assess true skills and adaptability.
Filling the feedback gap
“Gen Z workers thrive with real-time feedback and transparency, but the “No News Is Good News” model raised an older generation,” explains Doris. “One side sees respectfully as autonomy, and the other experiences as abandonment.”
This disconnect will appear throughout the recruitment process. Recruiters may think they are professional by waiting two weeks to follow up after the interview. Meanwhile, the Gen Z candidate assumes that he has been rejected and accepts another offer.
To prevent misunderstanding, we will focus on our eyes and set clear expectations. Please let the candidate know exactly when they will respond. Then follow that commitment. The simple “still review and update by Friday” message continues to attract talent.
Human connections are prioritized
“We’ve seen how a human-to-human approach can change the overall recruitment experience,” Doris notes. “When you communicate about the process, you build trust from day one.”
For example, a good leader says, “Here’s a way to handle a normal feedback timeline, but I’m happy to adapt it to what’s best for you.” This simple phrase shows transparency while inviting dialogue. Candidates treat them as partners in the process rather than guessing with ambiguous responses such as “We’ll get in touch.”
Introducing the growth path
The Gen Z candidate wants to know the career trajectory before accepting the offer. The vague promise of growth opportunities is no longer sufficient. “Be clear about career development and luxury skiing,” advises Doris. “It highlights real examples of how junior employees have grown internally.”
She tells the candidates about Sarah, who started customer service, and now leads her marketing team. Describe the professional development that made her transition possible. During the interview, you ask candidates about their career goals and get involved in the answer. This two-way conversation not only meets your immediate needs, but also shows you that you are invested in their future.
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