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According to a study conducted by MetLife Mature Market Institute, organized in alliance with Boston Colleges Sloan Center on Aging & Work, the decline of our economy has had more impact psychologically on young adults than it has on older workers from the Baby Boomer and Traditionalist generations. This studys results were compiled into the report, Engaging the 21st Century Multi-Generational Workforce.
The main goal of the study was to discover if generational differences were a factor in the area of employee engagement. This theory was proven to be true. There is a distinctive difference in what impacts different employees. While the information as to what will affect different generations of employees is an excellent resource in itself, it is also fascinating to learn how different groups of employees are braving the economic upheaval.
Employees age 26 and younger (Generation Y) and age 27 to 42 (Generation X) revealed a decline in engagement, while those over 43 showed very little change. This anomaly may be because younger employees have not been through similar tough times, while Baby Boomers and Traditionalists have. Having survived previous declines, the older workers understand that things sooner or later improve. Therefore, on a whole, older workers are better able to adjust.
A recent Business Week article about the recessions impact on todays young people reports the same findings. The Age of Anxiety piece reported that the younger generation of our country are commencing their careers at a frightful time, and their initial employment choices may have financial ramifications for many years.
Both the MetLife study and the Business Week article indicate that managers need to do more to help younger workers cope with the anxiety of living and working in a recession.
You may feel that you dont have time to coddle younger workers, given all of the other demands you face. However, my own research and that from Harvard professor Bob Sutton shows that when employees become paralyzed by anxiety, there are likely to be resulting decreases in productivity.
If you are a manager from the Baby Boomer or Traditionalist generation, you will find it very beneficial to overall productivity to take time with the younger generation employees to discuss how they are braving the stresses from the recession. You may want to divulge your own stories from previous declines and share ways that you were able to cope, as personal testimonials such as these will help to improve the younger generations productivity and ultimately the bottom line.
I recently worked with a vice president from a defense company to create a town hall meeting that allowed and encouraged her more tenured team members to connect with the newer folks. The experienced employees shared their suggestions for dealing with chaos, anxiety, and overwork. The immediate result was a palpable sense of relief in the room and a heightened level of energy across the team.
Good leaders recognize that when anxiety is running high, employee communication is not optional, its imperative. Focusing a little extra time on helping younger employees cope is worth the investment.
The main goal of the study was to discover if generational differences were a factor in the area of employee engagement. This theory was proven to be true. There is a distinctive difference in what impacts different employees. While the information as to what will affect different generations of employees is an excellent resource in itself, it is also fascinating to learn how different groups of employees are braving the economic upheaval.
Employees age 26 and younger (Generation Y) and age 27 to 42 (Generation X) revealed a decline in engagement, while those over 43 showed very little change. This anomaly may be because younger employees have not been through similar tough times, while Baby Boomers and Traditionalists have. Having survived previous declines, the older workers understand that things sooner or later improve. Therefore, on a whole, older workers are better able to adjust.
A recent Business Week article about the recessions impact on todays young people reports the same findings. The Age of Anxiety piece reported that the younger generation of our country are commencing their careers at a frightful time, and their initial employment choices may have financial ramifications for many years.
Both the MetLife study and the Business Week article indicate that managers need to do more to help younger workers cope with the anxiety of living and working in a recession.
You may feel that you dont have time to coddle younger workers, given all of the other demands you face. However, my own research and that from Harvard professor Bob Sutton shows that when employees become paralyzed by anxiety, there are likely to be resulting decreases in productivity.
If you are a manager from the Baby Boomer or Traditionalist generation, you will find it very beneficial to overall productivity to take time with the younger generation employees to discuss how they are braving the stresses from the recession. You may want to divulge your own stories from previous declines and share ways that you were able to cope, as personal testimonials such as these will help to improve the younger generations productivity and ultimately the bottom line.
I recently worked with a vice president from a defense company to create a town hall meeting that allowed and encouraged her more tenured team members to connect with the newer folks. The experienced employees shared their suggestions for dealing with chaos, anxiety, and overwork. The immediate result was a palpable sense of relief in the room and a heightened level of energy across the team.
Good leaders recognize that when anxiety is running high, employee communication is not optional, its imperative. Focusing a little extra time on helping younger employees cope is worth the investment.
About the Author:
Wendy Mack is a advisor, trainer, and author who specializes in leading and communicating change. Download her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.
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