Shiny happy people holding hands- How organisations can proactively cater to the wellbeing needs of the new generation.

I was recently part of a wonderful event, The REwork APAC Summit 2022 FuturePlace , learning from my wise colleagues about the challenges that the industry faces in nurturing Generation Z .

Dealing with this demographic change and specifically how to recruit, retain and manage Gen Z has become one of the biggest issues facing employers today.?

Refocusing on generational dilemmas has forced me to consider what my own generation has achieved, and the critical mistakes we have made.?

Most importantly, what we can learn from our beloved digital natives.?

I recall 1991, in primary school. The theme song was “Shiny happy people ''. It was a tad cornball, but infectiously catchy. The satirical lyrics were intended to be a criticism of authoritative regimes who rule by force, yet promote peace. They were being mocked, as hypocrites.?

In a disconcertingly similar vein, the leaders of my generation have propagated a vision based on peace, harmony, and on people loving one another.? Happy as Healthy Harold (the giraffe, that is).?

Despite their best intentions, mental health stigma permeated society, organisations and individuals, sucking the life right out of us.?

Eating disorders were rampant in dancing schools, education settings, and high performance circles.? Depression and post-traumatic stress disorder were spreading across society with the speed of contagious diseases. Mental health conditions were not spoken about, let alone tolerated. It was the “toughen up princess” generation.?

Despite the extraordinary progress that society has made in creating mentally healthy workplaces and supporting the next generation of workers, for Gen Z, the stigma around mental health challenges, particularly in the workplace, remains.?

We continue to throw spaghetti at the wall. And despite our best efforts, it does not always stick.

According to the recent Deloitte Global Gen Z and Millennial Survey, about a third of all respondents (millennials 31%, Gen Zs 35%) said they’ve taken time off work due to stress and anxiety caused by the pandemic. Approximately 40% of millennials and Gen Zs feel their employers have done a poor job of supporting their mental well-being during this period. People feel reluctant to tell their managers when anxiety or stress causes them to take time off work.?

In terms of providing a psychologically safe environment, as well as creating loyalty with this savvy, and ambitious next generation of workers, there are a few things things to bear in mind:

1. This bunch is hardwired for purpose and meaning: Generational research is clear, Gen Z deeply fear being stuck in a job where they don't find fulfillment. Sure, they desire the? “hygiene factors”, such as fair conditions, and a role description, however, they are also giving strong consideration to the “higher order factors' ' such as the organisation's values, as well as, understanding their broader impact.

Values are deep-rooted in our psyche, reflecting what’s most important to each of us. They form the basis of organisational culture and a flourishing, mentally healthy workplace. An employee’s capacity to truly thrive, and their subsequent tenure is far more strongly influenced by values alignment than anything else. Ultimately, organisations that operate with their values in a deliberate manner, and are able to communicate them to this new generation in a compelling? way, will create a distinct advantage for themselves over their competitors.?

1. Focus on building a “culture of belongingness”: The ability to interact socially and truly collaborate with others will also drive this generation more than we have anticipated. This makes sense to me as a psychologist, we are evolutionarily wired to connect. Supportive interpersonal relationships aid us in so many significant ways, such as remaining resilient during stress. These factors will also help to combat the prevalence of loneliness felt by the generation currently?1?in 4 in Australia,?catapulting them to the status of? “loneliest generation in history”.

Ultimately, leaders for the new generation need to empower their employees by creating workplace cultures where they are seen, connected, supported, and proud. A strong culture of belonging is a win-win for all.?

1. Optimism and influence colour this generation. After the turbulent pandemic period, punctuated by workplace uncertainty, financial hardship, bushfires and floods, millennials and Gen Zs were, understandably, feeling both frustrated and impatient. Still an undercurrent of optimism persisted, a characteristic that the generation continues to share despite a decade of setbacks and challenges.?

Social media has also given the generation the power to be vocal, influence people from a distance, and question authority in new ways. They’re the people most likely to call out mental health stigma, bullying, or to reject organisations whose actions conflict with their own values, and their humanness.?

Unlike our "shiny, happy people '', a generation unwillingly silenced about their own mental health challenges, our younger ones are geared to be the true champions of tolerance, acceptance, and deep systemic change around workplace mental health.

And the best organisations and leaders will enable and empower them to do so.?