Employers are turning to consultants, AI coaching tools and more frequent check-ins to give their Generation Z employees the clear, regular direction those workers say they crave, The Wall Street Journal reported Sept. 27.
Advice for managers includes asking how employees are doing before getting into feedback, avoiding criticism of personality traits, giving concrete direction often and calling a performance conversation a “check-in” rather than a review, according to the Journal. Some organizations are also moving away from the traditional once-a-year evaluation. Research and analytics firm Mathematica, for example, has replaced annual reviews for new junior hires with quarterly check-ins designed as two-way conversations.
Clarity may matter more than compliments. Some 20-something workers told the Journal they do not need the heavy praise many managers assume they do. One said he prefers when a manager points out mistakes and suggests a fix. Multigenerational workforce expert Lindsey Pollak said she coaches managers to make feedback as specific as possible. Instead of “be more responsive,” for example, she suggests telling an employee you need to hear back within an hour of giving an instruction.
Frequency also matters. In 2025, KPMG began giving younger workers more frequent assessments on skills such as critical thinking and adaptability, after interns said they wanted more regular updates on how their skills were developing.
Health system CHROs have also emphasized consistent feedback. At Duarte, Calif.-based City of Hope, Gen Z turnover fell from 22.4% to 14.5% over the past two years, while the system’s Gen Z workforce grew from roughly 1,100 employees to more than 1,760, CHRO Joline Treanor told Becker’s in July.
Ms. Treanor did not credit the improvement to any single program. She pointed instead to a broader focus on building an employee experience where people feel connected to the mission, supported by their leaders and able to grow professionally. She also said flexibility is only one of the things Gen Z workers want.
“We have found that many Gen Z employees are equally focused on growth, continuous learning and understanding how their work contributes to the mission and a larger purpose,” she said. “When organizations invest in development, provide regular feedback and create visible career pathways, Gen Z employees are more likely to stay engaged.”
Other CHROs have said Gen Z’s interest in feedback is a reason to invest in leadership training.
“Gen Z workers are interested in regular feedback and want to know their leader is invested in their growth and development,” Sarah Stumme, CHRO of Minneapolis-based Allina Health, told Becker’s in 2025. “Therefore, it is essential to have well-defined leadership competencies, effective and measured leader training, and strong engagement practices to meet the needs of this generation.”
