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Gen-Z Hits an AI Overuse Wake-Up Call: A Red Flag for Managers
People once feared calculators would ruin kids’ math abilities. Today, AI appears to be delivering a more sophisticated version of that same concern.
A fresh report highlights a growing issue: many workers, especially younger ones, are becoming so dependent on AI that it’s raising serious questions about skill development and self-confidence.
According to GoTo’s “Pulse of Work 2026” survey, **half of employees** say they rely too much on AI. Nearly a third feel they “can’t function” at work without it. Even more telling, **39% believe** overreliance on AI is actively making them less intelligent.
Generational Divide Is Striking
The data reveals a clear generational split:
- **Gen-Z**: 62% say they rely on AI too much (vs. 50% average).
- 40% feel they can’t get through the workday without it (vs. 25–27% for Gen-X and Millennials).
- 38% trust AI more than their own judgment (vs. 28% average).
- 35% believe AI can do their work better than they can.
This comes from the first fully digitally native generation — the same cohort frequently accused of using AI to “cheat” through college. Yet the survey suggests many in Gen-Z are becoming aware of the downside: they may be missing the hands-on experience and intuition that older colleagues built over time. Some worry they’ll never fully develop that depth if they keep leaning so heavily on tools.
The Hidden Costs
Beyond productivity hype, the report echoes earlier Microsoft research showing real skill erosion. Workers aren’t just worried about losing capabilities — many are questioning their own value at work. This kind of doubt can quietly damage morale, collaboration, and relationships between employees and managers.
For companies, the stakes are high. Gen-Z workers were expected to help upskill older generations on AI tools. But if younger employees themselves feel overwhelmed or diminished by the technology, that knowledge transfer becomes harder. Long-term, it raises concerns about the “future readiness and resilience of the talent pipeline.”
What Managers Should Do
Leaders need to look beyond short-term efficiency gains when deploying AI. Key recommendations:
- **Check in regularly**, especially with younger team members, to gauge AI-related sentiment.
- **Listen to concerns** instead of dismissing them.
- **Provide targeted training** that builds both AI literacy *and* core human skills like critical thinking, judgment, and creativity.
- Rethink hiring and development strategies to ensure people aren’t just learning to prompt AI — they’re also learning how to think independently alongside it.
AI is a powerful amplifier, but it’s not a substitute for human capability. The GoTo data is a timely warning: unchecked overreliance risks creating a workforce that’s highly productive in the moment but potentially fragile in the long run. Smart organizations will treat this as a signal to balance AI adoption with deliberate investment in human development.