Managers face challenges with Gen Z employees and job cuts.

In recent months, two distinct news items have caught the attention of managers and human resources professionals: the elimination of 180 positions at Full Sail University and growing reports of supervisors who feel treated like parental figures by Gen Z employees. Both situations reveal transformations in workplace relationships that demand prompt responses from organizations.

Impacts of job eliminations at Full Sail University

Full Sail University announced the elimination of 180 positions in a process the institution itself describes as an "organizational realignment." The official statement points to changes in workflows, enrollment patterns, and technologies as factors that redefined which roles are necessary to serve the institution in the future. The affected positions span academic, administrative, and operational areas, and the university guarantees that dismissed employees will receive support from the human resources department.

Challenges of managing Gen Z employees

Supervisors across various sectors have reported that younger employees, especially those who entered the workforce during the pandemic, seek emotional support that goes beyond the scope of managerial duties. In accounts, managers describe one-on-one meetings that include unsolicited sharing of information about medication, medical procedures, and intimate details of employees' personal lives.

Factors explaining young professionals' behavior

Two main elements are cited as responsible for this phenomenon. First, the pandemic limited summer job and internship opportunities, depriving many young people of experiences in retail and service sectors that usually teach interpersonal skills and realistic expectations about work. Second, the expansion of remote work reduced in-person contact between newcomers and experienced colleagues, hindering informal learning about "how work works."

Strategies to establish boundaries and support adaptation

Experts recommend that managers adopt clear and structured approaches. Suggestions include extending the onboarding period with explicit training on professional norms and etiquette, as well as pairing new hires with mentors who are just a few years apart in age or experience. Leaders are also advised to communicate directly which issues are appropriate to bring to their attention and which should be directed to resources such as employee assistance programs or therapy services.

Perspectives for the future of the workplace

Although the rise in emotional demands and recent layoffs create a challenging scenario, reports indicate that Gen Z is still in the process of developing the skills needed to cope with professional expectations. As they accumulate experience, these professionals are expected to adjust their perceptions of managers' roles, reducing the need for interventions that go beyond leadership responsibilities. Meanwhile, organizations that invest in guidance, mentorship, and clear communication will be better positioned to face ongoing changes.

With information from The Cut, FOX 35 Orlando.