Embracing the Needs of the Younger Generations in the Workplace: A Call for Sociability

The workplace is a microcosm of society, reflecting its values, norms, and dynamics. As generations evolve, so too do the expectations and needs they bring into professional environments. In a recent study cited by The Times, alarming statistics shed light on the mental health challenges facing young employees. The younger generations are beginning to take up more and more of the workforce, so naturally we must ask what employers can do to adapt and support?

According to a report from the Resolution Foundation think tank, at least 5% of 20–24-year-olds were economically inactive because of ill health, compared with less than 5% of those ages 39-45. Further on from this, 34% of young people ages 18-24 reported symptoms of a mental disorder such as depression or anxiety. In comparison, in 2020, the figure was at 24%.

Robert Dunbar, a professor of evolutionary psychology at the University of Oxford is best known for his work on friendship groups. Dunbar notes that even before the pandemic there was an epidemic of loneliness in young people, particularly when working in the city. He explains that “the single best predictor of your psychological health and wellbeing and your physical health and wellbeing is the number and quality of close friendships”. Furthering these statements by Dunbar, a Gallup poll found that women who answered yes when asked if they had a friend at work, 63% of those said they felt engaged at work, meanwhile compared to only 29% of those who answered no. With this data in mind, should we be focusing on creating a working environment that forges close social relations, to improve engagement and productivity?

So, what is it employers can do to support the younger generations? It is evident it is important for employers to recognise the value of creating a safe and sociable workplace culture. Safety goes beyond physical security; it includes psychological safety as well. Are younger generations seeking environments where they feel comfortable expressing themselves, sharing ideas, and taking calculated risks without fear of judgement? When these environments exist, creativity flourishes, innovation thrives, and collaboration becomes second nature.

Does there need to be a focused effort by leaders to create psychologically safe environments for employees? Another question to ask is whether the younger generations are looking for company cultures rich in respect and empathy? Creating a company culture bound on these principles, not only enhances morale but also strengthens team cohesion and organisational resilience. By striving for open communication and promoting inclusivity, it sends a message to employees that the environment they are working in is one where their voices are valued, their concerns are heard, and their well-being is prioritised.

Equally important is the aspect of sociability in the workplace. Human beings are inherently social creatures, and meaningful connections with colleagues can significantly impact job satisfaction and overall well-being. Encouraging social interactions through team-building activities, networking events can help create bonds that go beyond professional roles.

By 2025, Generation Z alone will make up almost 30% of the global workforce, so recognising the diverse needs and preferences of younger employees is paramount. Do we need to offer flexible arrangements that accommodate different working styles? While some may thrive in bustling open-plan offices, others may prefer quieter, more private spaces. By designing workplaces to offer something for all, it will empower individuals to perform at their best while also promoting a sense of autonomy and trust.

In essence, the findings presented in The Times article can serve as a wake-up call to re-evaluate approaches to workplace culture. By creating and promoting sociability, organisations can create environments where younger generations not only survive but thrive. This is not just a moral imperative but a strategic imperative in an era where talent retention and organisational resilience are vital.

As the saying goes, a company is only as strong as its people, and investing in the health and happiness of employees is an investment in the future success of business.

Written by Izzy McHattie, EP Business in Hospitality

Reference

Asgard, C.B. | D.W. | Z. (2024). Young, anxious and signed off sick — why so many twentysomethings aren’t working.?www.thetimes.co.uk. [online] 28 Feb. Available at: https://www.thetimes.co.uk/article/8e164d9f-aa93-4f0e-8877-a3ca58f28e41?shareToken=0100cd64a8f90f7bfcc2e8cfd9f7c95e [Accessed 25 Feb. 2024].