57% of Gen Z Struggle to Apply What They Learn at Work
Aaron Strout, author of Wired for Purpose, on why mentorship and workplace relationships help young professionals turn new skills into real performance.
Gen Z has more ways to learn than any generation before it, and AI has made picking up a new skill faster than ever. Yet 57% of Gen Z say they struggle to apply what they learn at work. Knowing how to do something, it turns out, is not the same as knowing how to do it on the job.
Aaron Strout is an experienced technology, marketing and business leader, the author of Wired for Purpose and the father of three Gen Zers. In this interview, he explains what is behind the gap, why purpose and context matter, and how companies can design mentorship that helps young employees grow.
Learning a Skill Versus Using It On the Job
What do you think explains the gap between Gen Z's ability to learn new skills, especially through AI, and their struggle to apply those skills in real workplace situations?
The easy answer would be to say that Gen Z has been the most coddled generation in the last 50-plus years. But as the father of three Gen Zers, I don't think that's fair. There's a huge difference between learning to do something and applying it in a situation where you get paid for your work.
Think about cooking. I make a mean chicken marsala, but could I make it every night for 150 people under duress? Would I even want to?
The other difference is that being able to do something doesn't mean you know how to apply it in a practical setting. In the early days of social media, many companies decided to hire someone right out of college to manage it, since they knew the platforms and the etiquette. The problem was that these younger workers didn't understand the business context, and a lot of painful mistakes were made. AI is no different.
Why Purpose Matters
Your book is called Wired for Purpose. How does having a sense of purpose at work help young professionals bridge the gap between learning and application?
Purpose helps young professionals bridge that gap in three ways.
First, a north star can move rote activities from feeling like checking a box to contributing to bigger problems, or opening new doors.
Second, when a young professional understands the bigger picture, isolated tasks become part of something meaningful. Take a host at a Michelin-starred restaurant. It might feel like they're just taking reservations and leading customers to their tables, but they're part of a larger team creating an amazing experience for guests.
And last, purpose can help reframe failure as iteration. When people understand that a greater goal is being pursued, they can build a higher tolerance for mistakes.
What AI Can't Teach
Research shows AI is a popular learning tool for Gen Z, but mentorship seems to be key for application. What's missing from AI-based learning that human mentorship provides?
There are a few differences, but the biggest is context. AI may give the right answer, but if the recipient doesn't understand how to apply it in context, the AI may as well be speaking a different language.
Gen Zers also may not be in the right frame of mind to hear a recommendation from an AI. An empathetic mentor, by contrast, can assess the situation and either pivot or simplify the advice to meet the mentee where they are.
AI also can't read body language, which is a critical tell when delivering advice or counsel to a less experienced person.
Three Ways to Structure Mentorship
What are the most effective ways companies can structure mentorship programs to help Gen Z employees translate their skills into actual workplace performance?
One approach I've read about is to have one mentor oversee a cohort of Gen Z employees who use AI for advice and day-to-day recommendations. This can be structured or unstructured, depending on the company and the mentor. A required 30-minute weekly session, where the mentor asks each employee what they learned, what mistakes they made and what they plan to do differently, can be huge.
Another option is to think of the mentor program like the self-checkout line at the grocery store. There's always a supervisor visible and ready to help with questions or mistakes. It's a more passive, scalable model for companies with fewer resources.
A third idea is reverse mentorship alongside traditional mentorship. Younger employees who may be better versed in AI can teach more experienced colleagues how to write prompts or build projects and workflows, while those leaders share their insights and knowledge in return.
The Power of Informal Relationships
Beyond formal mentorship, what role do informal relationships with colleagues play in helping young professionals figure out how to apply what they're learning?
They're incredibly important too. I'd liken them to friends and family members who listen to your kids and offer suggestions. Not surprisingly, 75% of that advice isn't new; it's something we as parents have already told our kids. But because we're their parents (or, at work, their manager or mentor), they may not hear it as clearly as they would from a less authoritative source.
There's also likely more give and take when the advice comes from a peer. For example: "I'm going through this issue and this is how I'm approaching it. What do you think? How would you approach it?"
The Skills the Pandemic Took Away
Are there specific types of skills or knowledge where you see Gen Z struggling most to move from theory to practice? And why do you think that is?
The pandemic did Gen Z a terrible disservice when it comes to in-person interpersonal skills. Virtual meetings and the ability to work from anywhere are great, but you can't replicate seeing how other departments work, or running into the CEO at the coffee station for a little face time.
Networking is also trickier when Gen Z hasn't spent as much time in person working the room.
Advice for Gen Z: Ask for Something Specific
What advice would you give to Gen Z professionals who feel like they're learning a lot but can't seem to put it into action at work? How can they advocate for the mentorship and support they need?
Actively seek a mentor, whether inside or outside the company. It can be as easy as asking a manager or peer for two or three recommendations. You can also seek out a more experienced alum in a similar industry, or ask an extended family member for an introduction.
As for advocating for mentorship, coming with a specific question or challenge, rather than a general request for mentorship, can make it easier for someone to say yes.
Aaron Strout is an experienced technology, marketing and business leader and the author of Wired for Purpose, which explores how a sense of purpose helps people grow and perform at work. He is also the father of three Gen Zers. Learn more about the book at getwiredforpurpose.com.
