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The workers are nervous. Many are being asked to do more with less and quickly adapt to new tasks as AI penetrates the workplace, all while trying to avoid layoffs. This exhaustion and psychological pressure causes some young workers to miss promotion opportunities or even attempt to move from one place to another under The career ladder, says Laura Ashley Timms, chief operating officer at performance consulting firm Notion.
“With an estimated 8 in 10 employees at risk of burnout this year, it’s perhaps no wonder that a younger workforce isn’t buying into the idea that working harder is the only option for employees,” Ashley Thames wrote in a recent article. to Fast company.
In search of meaningful work
Ashley Thames goes on to describe the ways in which managers have difficulty motivating their younger direct reports. “Directors simply have not been given the modern skills needed to engage this group,” she wrote. but what Do What do these workers want from their jobs and their managers? Quite simply: finding greater meaning in their work, and achieving a better work-life balance (or as some prefer: better work-life integration).
If you’re looking for more meaning in your job, you should consider a few different factors, suggests Tamara Miles, a professor of positive psychology at the University of Pennsylvania. “Purposeful work lives at the powerful intersection of what I like to call the 3Cs: Contribution, Community, and Challenge.”
This means finding ways to ensure that the work you do, whatever it is, has a positive impact on others. This means prioritizing forms of communication, whether that’s participating in an ERG, finding someone on your team that you enjoy working closely with, or connecting with a new coworker. Finally, finding opportunities to grow your skill set and take (calculated) risks can help you feel like you’re achieving more.
But all these matters should not be the responsibility of individual employees. Managers need to do a better job of allowing workers to feel a sense of self-determination and belonging. This requires training managers and providing them with the necessary tools to help coach their direct reports more effectively. “If Gen Z and Millennials had more autonomy, purpose, and inclusion at work, I think they would feel more passionate about contributing to their workplaces, and more eager to advance up the corporate ladder,” says Ashley Thames.
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