Gen Z workers face stereotypes, stress, and quit risk: Kahoot!
OSLO, NORWAY — A new workplace study reveals that nearly half of Britain’s youngest office workers face criticism from older colleagues based on generational stereotypes, leading to significant stress and a retention crisis.
Commissioned by the global workforce engagement platform Kahoot! and conducted by OnePoll in September 2025, the survey of 2,000 United Kingdom office workers aged 21 to 25 found 39% have seriously considered quitting within their first year, with many feeling unheard and undervalued despite their eagerness to contribute.
“The research makes it clear that Gen Z’s entry into the workplace is colliding with entrenched workplace cultures that often don’t fit their expectations or strengths,” said Jon Neale, Growth Director for the UK and Ireland at Kahoot!.
Generational tensions undermine Gen Z integration at work
The 2025 survey of young professionals suggests that their older colleagues have reproached 44% of respondents because of stereotypes about their age group.
This criticism is in the form of judgment for being too passionate or outspoken (47%), using informal language, slang, or humor (46%), setting healthy boundaries (44%), or clothing or appearance (42%).
This persistent criticism has tangible emotional and operational consequences. The research reveals that 47% of these young workers report experiencing emotional distress due to stress, and 68% acknowledge feeling unprepared at work.
According to Neale, the problem stems from a collision with established organizational cultures. Such a dynamic creates an atmosphere in which, although young workers are willing, they cannot seem to win because older employees are hostile to new ideas.
Gen Z workers struggle with belonging and recognition
The underlying tensions lie beneath a crisis of belonging, driven by a sense of voicelessness and non-recognition. The statistics indicate that almost 24% of young professionals believe their opinions are either not valued, or they are unsure if their views count.
They propose specific solutions: 40% think that having more opportunities to express their views would be better, and 38% cite involvement in the decision-making process.
Moreover, there exists a large gap in praise that makes people feel more isolated. Thirty percent of respondents received no recognition or praise during the week before the survey.
According to the report, the most important thing is feeling valued, as supportive team relationships (50%) and recognition of effort (47%) are ranked as the most important factors that would make a person feel a stronger sense of belonging.
Such a lack of feedback and inclusion is a direct opposition to the most important values of Gen Z: meaningful relationships, frequent feedback, and a sense of purpose at work.
Gen Z skills underused amid rising retention risks
The current labor market environment hinders Gen Z’s ability to leverage their unique strengths, thereby jeopardizing talent retention.
Although more than two-thirds of Gen Z perceive themselves as outsiders, the study reveals that they have emerged as indispensable digital translators.
Fifty-seven percent say they have been required to reverse-mentor their manager to accomplish a simple digital task, an act that highlights their untapped potential.
This potential, however, is being wasted. Stress, a sense of not belonging, and the culmination of stereotyping have led 39% to consider quitting within their first year. Neale cautions that the price of inaction is excessive, and the consequences extend beyond retention to innovation, culture, and competitiveness.
Nevertheless, 73% of Gen Z workers indicate they are already engaged in the workplace, suggesting they would be even more productive in a more supportive, adaptable environment.
Neale concludes, “If leaders want to unlock the potential of Gen Z, they must create a workplace where younger employees are supported, listened to, and allowed to thrive.”
