It appears Generation Z is in a “love-hate” relationship with artificial intelligence. They have become increasingly disillusioned with AI, but not enough to stop using it. In fact, many Gen Zers are looking to AI more often than their supervisors for guidance.
Check out these survey results released by Training Magazine:
47% of Gen Zers say they get better guidance from AI than from their managers.
66% report that using AI at work has positively impacted their skills.
62% say AI has positively influenced their learning and development.
40% feel AI has hindered their growth by doing tasks they would’ve learned at work.
39% say they interact less with colleagues because of AI.
The first and last items on this list may cause teamwork to suffer. When people interact less with their leaders and colleagues and prefer a robot—you’ll begin to lose the human dimension of your team and your brand. I see the benefit of the efficiency of AI, but I also see the tangible loss organizations will suffer. I spoke to Carter, a 22-year-old who confessed he fears what AI will do to his career plans, but he knows it will force him to update his job preparation. Gen Z knows AI is both stealing and creating jobs, so they pivot. As a young population, they’re quicker to adapt than older generations.
The Double-Edged Sword
As you can see, Generation Z sees AI as a double-edged sword:
AI will mean a loss of hands-on experience if tasks become automated.
AI will mean reduced interaction with colleagues on the job.
AI could bring an over-reliance on AI tools, which can erode cognitive skills.
The bottom line? AI is raising big fears about employment losses, but it is also giving rise to new engineering and training jobs. Leaders do well to understand this double-edged sword in our workplaces today. It’s producing a mixture of emotions. The Wall Street Journal recently reported it’s producing a “soft life” where Generation Z feels more control over their future career as they prioritize ease, self-care and balance. AI has provided young professionals with several gigs they enjoy as their own boss. “As Gen Z seeks this ‘soft life,’ it’s important to clarify—this isn’t about working less, it’s about flexibility and control, with work that fits into employees’ lives.” Adam Grant calls it the “democratization of the workplace.” Both boss and employee share a mutual sense of input.
Soft Life and Soft Skills
This new tone in the workplace has Gen Zers embracing soft life values. This simply means they may not settle for a routine that past rookie employees endured: starting at the bottom of the ladder, paying their dues via hard routines. Many are reshaping frontline jobs and seeking shorter shifts and more control of the schedule as AI enables them to do the work in half the time and from anywhere. They want flexibility and clear boundaries, two items I never expected right after graduation. They are reframing how work gets done. My advice? Unless you have routines that require young staff to clock in at a certain time, be flexible if you can. Hold results as more sacred than routines.
A Careerminds survey of 600 HR professionals revealed something interesting. Their companies had made layoffs in the previous year so that AI could do the work instead. When they were asked about their decision, nine in ten companies said they would rethink that decision. Only 8.4 percent said that AI delivered the promised results. The vast majority wanted their people back. This is encouraging for Gen Z workers.
What Must Leaders Do for Young Team Members
1. Leverage AI to support learning.
Sal Khan did a TED talk a few years back where he makes this case for educators and students. The same case can be made for business leaders. We must leverage AI at work as a learning coach for young team members, all while ensuring they get opportunities for hands-on experience. No doubt, some jobs should be automated. Other jobs, however, should not be turned over to a robot. You’ll want to retain the human element. So, AI won’t always do the work for Gen Z team members but rather train that Gen Zer to do the work. Remember—AI can coach as well as work. We must leverage it to make employees better.
2. Invest in reskilling
This is essential to balance technical AI fluency with soft skills like adaptability and empathy. Forbes released a great report, saying, “Today, more than eight in 10 Gen Zers and Millennials say these skills are even more important for career advancement than technical skills. And they are right.” These interpersonal skills are what separate people from AI. Our training must reflect this new differentiator. Gen Z now makes up 41% of shift workers and 55% of multi-job workers, driving demand for shorter, more flexible shifts. This reinforces that flexibility is no longer a perk but an expectation, helping workers balance multiple jobs, personal commitments, and well-being.
3. Foster mentorship to maintain human connection in AI-driven workflows.
Did you hear? Mark Zuckerberg is creating an AI version of himself to stay in touch with staff. The AI clone of Zuckerberg, Meta’s founder and chief executive, is being trained on his mannerisms and tone as well as his public statements and thoughts on company strategy. The rationale behind the project, according to the Financial Times, is that employees could feel more connected to one of the most powerful people in Silicon Valley. The Meta chief has a history of creating and experimenting with digitalized versions of himself. But I predict it won’t be long until even AI versions of people will be unsatisfying. AI must be used to ensure humans stay connected to prevent burnout, isolation, and angst.
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