7 in 10 Managers Liken Supervising Gen Z To Babysitting or Parenting

A new ResumeTemplates survey of 1,000 U.S. managers who supervise Gen Z employees reveals that many liken their role to babysitting or parenting rather than professional guidance.

Major takeaways:

• 68% of managers say supervising Gen Z employees feels like parenting
• 54% say managing Gen Z feels like babysitting
• 52% say their Gen Z employees struggle to follow basic instructions
• 61% say their Gen Z reports require hand-holding
• 9 in 10 managers say they’ve had to teach Gen Z foundational workplace skills
• 1 in 3 have to check in with their Gen Z employees four or more times per day

More Than Half of Managers Say Gen Z Requires Hand-Holding

Of the managers surveyed, 68% say they often feel like they have to parent the Gen Z employees who report to them, and just over half (54%) describe managing Gen Z workers as feeling like babysitting.

About 61% say their Gen Z reports require hand-holding, and 52% say they struggle to follow basic instructions.

Managers report needing to check in frequently with their Gen Z reports. Two-thirds say they check in an average of two times per day, while about 23% check in three times daily, 20% say they check in four or more times, and 12% check in at least five times.

“It makes sense that some managers feel like they’re doing a lot of hand-holding,” says ResumeTemplates’ Chief Career Strategist Julia Toothacre. “Gen Z’s entry into the workforce looked really different from previous generations because of the pandemic. Many had to take classes or internships online, so they missed out on receiving in-person training, experiencing casual learning opportunities, and observing basic workplace norms. On top of that, many companies have cut back on onboarding and early career support due to reductions in human resources staff.”

Toothacre also explains that part of the problem is that Gen Z hasn’t been forced to grow up as quickly as previous generations. “It might feel like they’re less ‘mature’ compared to past generations at the same age, but it’s more likely that previous generations were pushed to grow up too fast, not that Gen Z is behind.”

“I feel like a babysitter.”

In response to an open-ended question, managers describe working with Gen Zers. Some of the responses included:

• “Working with Gen Z has been an exhausting challenge. They are constantly having emotional meltdowns, late for work, and constantly distracted on their phones.”
• “They act like I am their parent. They come to me with personal things that have no bearing on our workplace.”
• “Sometimes I feel like we are at daycare to be honest. They have the phone out and watching videos and just do not seem to have the same work ethic I was raised with.”
• “It has been exhausting. Most of the time I feel like a babysitter trying to teach children lessons they refuse to learn. The worst challenges are time management and staying off their phones.”
• “This generation of workers is like nothing I’ve ever seen before. They are adults who still act like teenagers.”
• “Gen Z are like children who were not properly raised, so they do not know how to function properly in society.”

9 in 10 Managers Say They’ve Had To Teach Gen Z Foundational Workplace Skills

Managers report commonly having to teach their Gen Z employees foundational workplace skills. The most frequently taught skill is how to accept feedback without taking it personally (59%). Nearly half have had to teach their Gen Z reports how to interact appropriately with clients and coworkers (46%) and how to multi-task effectively (45%).

Other common skills taught include how to admit mistakes professionally (42%), set realistic deadlines (41%), manage workplace conflicts (41%), manage their emotions at work (37%), and dress appropriately (36%). Writing a proper email is also frequently taught (36%), while about one-quarter (26%) have had to instruct their Gen Z reports on how to behave in meetings.

Managers constantly remind Gen Z to arrive on time, put away their phones, and clean up after themselves

Managers also often need to remind Gen Z employees about workplace basics. Nearly half (48%) say they always or often need to remind Gen Zers to arrive on time, while 46% frequently remind them to complete assignments on time. Additionally, 47% regularly remind their Gen Z reports to respond promptly to messages or emails, and 41% often have to prompt them to communicate professionally.

About 41% consistently remind Gen Z employees to put their phones away, and 38% frequently encourage them to make eye contact during conversations.

Dressing professionally (37%) and cleaning up after themselves (35%) are also common reminders managers say they regularly give to their Gen Z employees.

“When managers are stretched thin, it affects the whole team,” says Toothacre. “Organizations need to do more to support managers, otherwise they risk burnout, frustration, and disengagement.

“One solution is better group training, so managers share in the workload. Additionally, college prep courses and internships can help prepare Gen Zers.”

Methodology: Resume.org commissioned this survey, which was conducted via Pollfish in July 2025. A total of 1,000 U.S. managers participated. Demographic and screening criteria ensured that all respondents hold management-level positions and have Gen Z reports.