September 01, 2025
Gen Z Wants More Praise at Work
Three out of four U.S. managers believe Gen Z employees crave more recognition than their older colleagues, and not just for big wins. A new ResumeTemplates.com survey of 1,050 managers found that 76% say Gen Z workers expect more praise, while 71% report this generation looks for recognition even when they’re simply meeting the basics. More strikingly, 58% of managers claim their youngest employees still want acknowledgement when they fall short of goals.
“Effective managers know feedback works best when recognition and constructive input go together,” says Julia Toothacre, Chief Career Strategist at ResumeTemplates.com. “The sandwich method is a simple way to do this by placing constructive feedback between two positives. This approach creates a healthier environment where employees can improve while still feeling valued.”
When it comes to delivery, verbal praise reigns supreme. About 19% of managers say they hand it out daily, while a sweeping 84% offer it at least once a week. Beyond spoken compliments, recognition comes through email (37%), software platforms (27%), team meeting shout-outs (23%), and messaging tools like Slack (21%). Nearly two-thirds of managers admit they feel compelled to cushion every critique with something positive, reflecting just how much weight praise carries in workplace interactions with Gen Z.
But recognition isn’t the whole story, as feedback can be a minefield. More than a third of managers (38%) say Gen Z employees have called out sick after receiving critical feedback, while 30% have witnessed tears. The fallout doesn’t stop there, as 27% say negative feedback has led to resignations, 23% report trips to HR, 18% have seen posts online, and about 1 in 10 have even had a parent step in after a difficult conversation.
The survey captured the experiences of managers across the U.S. who directly oversee Gen Z employees. Together, the responses highlight a generation that thrives on affirmation but may struggle with critique, leaving managers to find the balance between encouragement and accountability.
