A growing number of Gen Z graduates are facing early termination from their first jobs, with employers citing concerns over workplace readiness and professionalism.​

The Disconnect Between Expectations and Reality

Recent surveys indicate that approximately 60% of employers have dismissed Gen Z employees within months of hiring. Common reasons include perceived lack of motivation, inadequate communication skills, and challenges adapting to workplace norms. Some employers express hesitancy in hiring recent graduates, with reports suggesting that one in six managers may avoid hiring them altogether in the coming year.​

Factors Contributing to Early Dismissals

Several elements contribute to this trend:

• Professionalism and Workplace Etiquette: Employers report instances of tardiness, inappropriate workplace attire, and unprofessional language among new hires.​

• Soft Skills Deficit: Many Gen Z employees are perceived to lack essential soft skills, such as effective communication, initiative, and adaptability.​

• Impact of Remote Learning: The shift to remote education during the pandemic may have limited opportunities for students to develop interpersonal skills and gain practical workplace experience.​

Bridging the Gap: Recommendations for Employers and Graduates

To address these challenges, both employers and new graduates can take proactive steps:

• Enhanced Onboarding Programs: Companies can implement comprehensive onboarding processes that emphasize workplace expectations, communication standards, and professional conduct.​

• Mentorship Opportunities: Pairing new hires with experienced mentors can provide guidance, support, and a clearer understanding of organizational culture.​

• Soft Skills Development: Graduates should seek opportunities to improve their soft skills through workshops, training programs, and real-world experiences.​

• Open Communication: Encouraging feedback and fostering an environment where questions are welcomed can help new employees acclimate more effectively.​

Looking Ahead

As the workforce continues to evolve, it’s crucial for organizations to invest in the development of their employees, and for new graduates to actively engage in their professional growth. By fostering mutual understanding and providing the necessary resources, both employers and Gen Z employees can work together to build a more cohesive and productive workplace.​

In an industry often characterized by high turnover and burnout, Kin, a Boise-based restaurant, is turning heads with its revolutionary approach to workplace culture. Co-owned by Kris Komori and Remi McManus, Kin has reimagined the traditional restaurant model by placing employee well-being at the forefront.

A Collaborative Culinary Experience

At Kin, the hierarchy is flattened. Every full-time employee receives a salaried position with benefits, including paid time off and health insurance. The team collaborates on creating tasting menus, allowing staff to contribute creatively and gain valuable skills. This collective approach not only empowers employees but also fosters a sense of ownership and pride in their work.

The Results Speak Volumes

Since implementing this people-first model, Kin has experienced high employee retention, strong customer loyalty, and critical acclaim, including a James Beard Award and national recognition from Food & Wine magazine. By investing in their team’s well-being, Kin has cultivated a sustainable and thriving workplace culture.

A Model for Other Industries

Kin’s success story serves as an inspiration beyond the restaurant industry. It demonstrates that prioritizing employee well-being and fostering a collaborative environment can lead to exceptional outcomes. As workplaces across various sectors seek to improve organizational culture, Kin’s approach offers valuable insights into building a more inclusive and supportive work environment.

Organizational culture has always been a major driver of employee engagement, performance, and retention. But in today’s workplace—where change happens faster than ever and innovation is a necessity—one cultural element is becoming absolutely critical: psychological safety.

When employees feel safe to speak up, share ideas, and even make mistakes without fear of punishment, organizations see measurable improvements in collaboration, creativity, and problem-solving. On the flip side, a lack of psychological safety can stifle innovation, encourage groupthink, and quietly drive away top talent.

So, what exactly is psychological safety, and why should every organization make it a priority?

What Is Psychological Safety?

Psychological safety, a term popularized by Harvard professor Amy Edmondson, refers to a shared belief that it’s safe to take interpersonal risks at work. In simple terms, it means employees feel secure enough to express opinions, ask questions, report mistakes, and offer new ideas without fear of embarrassment, punishment, or retaliation.

It’s not about lowering standards or tolerating underperformance. It’s about creating an environment where people can do their best work without constantly looking over their shoulder.

Why Psychological Safety Matters

Research consistently shows that teams with high levels of psychological safety are:

• More innovative – People are more likely to suggest creative solutions.

• More productive – Teams can move faster without the drag of fear-based hesitation.

• More resilient – Organizations recover from setbacks more quickly when people aren’t afraid to point out issues early.

• More inclusive – Diverse voices feel empowered to contribute fully, not just conform to the majority.

A 2015 Google study called “Project Aristotle” found that psychological safety was the number one factor distinguishing high-performing teams from the rest.

In short: psychological safety isn’t just a “nice to have”—it’s a business advantage.

Building Psychological Safety: What Organizations Can Do

Here are practical ways companies can cultivate a more psychologically safe culture:

1. Encourage Open Communication Leaders should model transparency by openly discussing mistakes, asking for feedback, and celebrating learning moments—not just successes.

2. Reward Curiosity, Not Just Results Recognize and reward employees who ask thoughtful questions, challenge assumptions, and suggest new ideas, even if the ideas don’t always work out.

3. Establish Clear Norms Set team agreements about how meetings are run, how feedback is given, and how disagreements are handled. This creates predictability and lowers anxiety.

4. Train Leaders in Inclusive Management Managers have the greatest impact on team psychological safety. Invest in leadership training that teaches how to actively listen, acknowledge concerns, and foster participation from everyone.

5. Act on Feedback Nothing destroys trust faster than ignoring employee feedback. If employees see that speaking up leads to real change (even small change), trust will deepen over time.

Conclusion

Organizational culture isn’t built overnight. But prioritizing psychological safety can accelerate the journey toward a workplace where people feel valued, heard, and empowered to do their best work.

In a world that demands innovation, resilience, and agility, creating a culture of psychological safety isn’t just good leadership—it’s a strategic imperative.