11/01/2026

NATIONAL 3 theSun on Sunday JAN 11, 2026 Employers getting cautious with entry-level hiring

PETALING JAYA: The idea that Gen Z workers are hypersensitive to routine tasks and criticism does not tell the full story, say organisational psychologists. The reality is that workplace culture has changed faster than management practices, said Universiti Teknologi Mara Perlis Arau Campus Psychology and Counselling Unit head Rozainun Mahmod. “Gen Z grew up in environments with two-way communication, instant feedback and a strong focus on mental health. “When they push back on repetitive tasks, it’s rarely about low resilience. It’s about tasks that lack meaning, learning value or relevance to their growth,” Rozainun told theSun . “For many young employees, Workplace stress affecting more young workers PETALING JAYA: Stress, confusion and early disengagement are becoming routine for many young workers navigating today’s workplaces. Organisational psychology points to a simple cause – imbalance. Too much pressure with too little support, and performance as well as wellbeing both suffer. Universiti Teknologi Mara Perlis Arau Campus Psychology and Counselling Unit head Rozainun Mahmod said mental health support must help employees thrive without lowering accountability. “Mental health initiatives are not about leniency. Done right, they combine empathy, structure and clear expectations,” she told theSun . She said research shows that employees perform best when workloads, deadlines and responsibilities are balanced with guidance, clarity and opportunities to grow. “Without it, stress rises and engagement drops. Practical support matters. Counselling, mentoring and structured supervision help young staff manage pressure and build resilience while still meeting performance standards.” She added that task clarity is equally critical. “Ambiguous roles or objectives spark anxiety, particularly for early-career employees adjusting to professional norms. Clear expectations let staff focus on results, not guessing what’s required.” Rozainun said psychological safety is also key and workers must feel safe to ask questions, raise concerns and make mistakes without fear of embarrassment. “This is not lowering standards. It is creating a learning environment that strengthens resilience and productivity. “Early-career employees need support, structure and room to grow. Get the balance right and you boost wellbeing, performance and long-term commitment,” Rozainun said. – By Ikhwan Zulkaflee Ű BY IKHWAN ZULKAFLEE newsdesk@thesundaily.com

Ű BY FAIZ RUZMAN newsdesk@thesundaily.com

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Companies recalibrating how job seekers being assessed amid cost pressures and productivity expectations, says association chief

ground-level perspective, Persatuan Insurans Krew dan Agensi Pekerjaan president Fiona Lau said mismatched expectations could complicate placements. “We do encounter fresh graduates who question starting salaries of about RM3,000 after being told during their studies that they could earn RM4,000 or RM5,000 upon graduation.” Lau said preferences around workplace structure and flexibility also influence hiring outcomes. “Some candidates place a stronger emphasis on flexibility at work and may be less comfortable with highly structured environments or close supervision. “From an employer’s perspective, this becomes part of the assessment process, as companies continue to look at readiness, responsibility and long-term commitment when making entry-level hiring decisions. “In certain industries, employers feel they do not have the time or margin to provide extensive training or absorb early mistakes. “It is important for fresh graduates to understand that entering the workforce requires adjustment, continuous learning and a willingness to build experience. “Education plays a key role in preparing them for these realities.” Malaysian Employers Federation president Datuk Dr Syed Hussain Syed Husman said employers do not expect fresh graduates to be fully job-ready on day one. He acknowledged that business realities have narrowed onboarding windows. “Employers recognise that fresh graduates are at an early stage of their careers, and do not expect them to be fully skilled or immediately productive. “However, rising operational costs, lean staffing structures and productivity pressures mean there is a growing expectation for graduates to demonstrate stronger baseline work readiness.” Addressing AI trends in the workforce, he said readiness expectations towards entry-levels have risen. “AI and automation have not reduced demand for fresh graduates in Malaysia but they have raised the bar on readiness, adaptability and value creation.

PETALING JAYA: Recruitment agencies and employers say entry-level hiring is becoming more cautious, with companies tightening onboarding timelines and relying more on internships or short-term contracts as expectations for early productivity rise. Association of Employment Agencies Malaysia president Datuk Foo Yong Hooi said employers are recalibrating how fresh graduates are assessed amid cost pressures and leaner staffing structures. “Companies increasingly expect new hires to contribute within a relatively short onboarding period as

told theSun . “With shorter onboarding timelines, employers are placing greater emphasis on whether candidates can adapt quickly and demonstrate basic workplace readiness early on. “This has led to more rigorous assessment at the early stages of recruitment, as companies seek to ensure candidates are able to meet role expectations before confirming permanent employment.”

employers operate under tighter cost structures, leaner teams and rising productivity pressures. “As a result, some employers have moved away from traditional probation models. “They are instead using internships or short-term contracts as extended screening tools before offering permanent roles, to better manage hiring risk and assess work readiness,” Foo

Employers are beginning to place greater emphasis on whether candidates can adapt quickly and demonstrate basic workplace readiness. – SYED AZAHAR SYED OSMAN/THESUN

Not right to label Gen Z workers as hypersensitive: Expert

than developmental. Rozainun defines feedback fragility as heightened sensitivity to criticism, and even constructive comments may trigger defensive reactions or emotional distress. “This is especially prominent among early-career employees who are still building professional confidence, self-esteem and workplace skills. Feedback at this stage is often interpreted not just as commentary on work but as judgement of personal competence. “When feedback feels personal rather than task-focused, it threatens identity. For Gen Z employees, this can seriously undermine long-term commitment to an organisation.” She added that feedback fragility has been closely linked to early turnover. Rozainun said this should not be misinterpreted as a lack of resilience but reflects differences

motivation comes from purpose, mastery and development. Tasks without context or skill-building opportunities can kill engagement, which often gets misread as oversensitivity. “Criticism also matters. Traditional top-down management – authoritarian, rigid or dismissive – clashes with the expectations of younger workers who value collaboration, transparency and psychological safety. “Vague or personal criticism is seen as a threat to self-worth. This is especially true for those new to the workforce and still forming their professional identity. The problem is the feedback, not the individual.” She said this “feedback fragility” could contribute to disengagement and early resignations, particularly when negative feedback is perceived as threatening rather

in feedback socialisation and coping resources. She said organisations play a critical role in shaping how feedback is received. “A culture that prioritises empathy, clarity and developmental intent can significantly reduce the negative effects of feedback fragility. “Feedback should be framed as a tool for growth, not punishment. When organisations train managers to deliver feedback effectively, employees develop psychological resilience.” Rozainun highlighted the importance of feedback management training for employees themselves. She said from the perspective of the Self-Determination Theory, reactions to routine tasks and criticism could be explained by whether organisations meet core psychological needs – autonomy, competence and relatedness.