Dive Brief:
- Employers should work to understand Generation Z and millennial workers and redesign roles that capitalize on the strengths of this cohort, according to April 7 research from artificial intelligence candidate screening platform Cangrade.
- The report suggested three main pathways for HR leaders: structuring work around meaningful interpersonal interaction; focusing burnout prevention strategies on systemic factors rather than individual coping skills; and designing roles around clear outcomes and ownership instead of prescribed processes.
- Emotional intelligence, stress management and self-direction are Gen Z and millennial workers’ biggest strengths, according to the report, but the research suggested these workers may struggle with adaptability, focus and critical thinking.
Dive Insight:
As Gen Z and millennials reshape today’s workforce, they are particularly well suited for roles focused on collaboration, resilience and independent execution, according to Cangrade’s report based on an analysis of 71,747 personality assessments conducted in 2025.
“Gen Z and Millennials bring distinctive strengths to the workforce,” the report said. “Emotional intelligence, stress management, and self-direction position them well for today’s work environments.”
HR leaders should consider leveraging Gen Z and millennial strengths by putting these workers in customer-facing positions, on collaborative teams and in autonomous work arrangements, per the report.
If focus is a challenge for Gen Z and millennial workers, the report suggested organizations reduce unnecessary meetings, minimize interruptions, create dedicated deep-work time and provide workplace tools to support concentration. Companies also can invest in developing critical thinking skills and supporting employee adaptability by providing structure.
To address skill gaps, HR leaders can match adaptable team members with consistent ones, and pair critical thinkers with relationship builders, the report suggested.
“Lower adaptability doesn’t mean resistance to change — it means a need for structured change management,” the report said. “Provide frameworks, explicit communication, and gradual transitions.”
Adapting to the needs of today’s younger workforce could have measurable retention results. January research from global tech career and training firm General Assembly found while 79% of millennial knowledge workers were satisfied with their current role, their loyalty wasn’t guaranteed, particularly if better pay, clearer growth paths or stronger learning opportunities were on the table.
