Generations At Work

How to Address Menopause in the Workplace

2025-01-02T08:50:53-05:00

Supporting women with menopausal symptoms can have a positive impact on both employee well-being, retention and the bottom line of your business.

If you’re not a woman approaching your 50s, you may be wondering why you need to read further. But here’s the thing: Women with menopause are the fastest-growing workplace demographic.

Without the necessary resources and support for women experiencing menopause, your business runs the risk of losing some of your most senior and skilled employees.

They need to educate staff on how to approach the topic of menopause in the workplace with understanding, discretion, and sensitivity.

According to the Labor Bureau of Statistics (LBS), menopause-age women account for almost 30% of the U.S. labor force. The LBS projects that the labor force participation rate for women will continue to increase faster than the average rate for all occupations.

At the same time, women are leaving the workforce because of menopausal symptoms. In a 2022 survey by Biote, 4 out of every 10 women experienced menopause symptoms that interfered with their work performance or productivity on a weekly basis. Seventeen percent have quit a job or considered quitting due to menopause symptoms.

But women who grapple with menopause rarely find workplace support, official company guidelines, or a sympathetic ear. Employees experiencing menopause in the workplace need to know their employer has their back. Without the necessary resources and support, your business runs the risk of losing some of your most senior and skilled employees.

Why employers need to support menopause in the workplace

Women experiencing menopausal symptoms are usually in their 40s and 50s. They’re among your most seasoned leaders. They bring years of experience, wisdom, and institutional knowledge to their roles, often serving as mentors and role models to newer staff.

Keeping and supporting them is vital to leading successful teams, and building diversity and inclusion in the workplace, which leads to greater innovation.

Without the necessary resources and support, your business runs the risk of losing some of your most senior and skilled employees.

“We need to know the organization recognizes, talks about, and openly and unapologetically provides support and resources without us having to disclose,” says Kim Clark, diversity, equity, inclusion, and belonging (DEIB) communications speaker and consultant.

Why menopausal women leave the workforce

Menopause often happens around the age of 50, but the years leading up to menopause, called perimenopause, can be filled with numerous physical, emotional, and mental symptoms that range in severity and duration.

Women can struggle with hot flashes, night sweats, insomnia, weight gain, joint pain, anxiety, depression, memory problems, poor concentration, and mood swings. Many women find the effects so draining and unbearable that they can’t leave the house, much less work productively.

It’s challenging enough to be an older worker in a company culture that prizes younger employees. When menopausal women aren’t simply ignored, they’re frequently the punchline.

“We can understand why women would try to downplay their symptoms of menopause to avoid the crass, insensitive, inappropriate jokes,” Kim says.

Menopausal symptoms might be a topic of concern and conversation among close girlfriends, but it’s taboo among polite company. It’s certainly not the norm in everyday offices, where many women don’t feel comfortable approaching their colleagues and superiors to explain how hot flashes and brain fog are now impacting their formerly stellar work performance.

They fear discrimination in the form of less meaningful work, fewer promotions, and training opportunities — even dismissal.

How to discuss menopause in the workplace

Menopause is different for everyone. Women should be allowed both “the freedom to talk about it, and not talk about it as well,” Kim says.

Employers must build an inclusive and open company culture to help women feel comfortable enough to speak about their menopause symptoms. They need to educate staff on how to approach this topic with understanding, discretion, and sensitivity.

“The company culture and systems need to first be clear on permission to talk about menopause, followed by manager training in context with health and employee well-being, including physical, mental, and emotional experiences,” Kim says. “Storytelling can help foster and set the tone for communication.”

She points to countries such as Australia and the U.K. that are more open about menopause. Spain recently became the first European nation to give workers paid leave for debilitating menstrual symptoms. Institutional awareness “helps men have more empathy and understanding. Not talking about it plays into microaggressions around women being too emotional or angry.”

You can apply this same openness to professional settings. Normalize the topic of menopause so women feel safe to speak and ask for temporary and reasonable adjustments. This doesn’t mean employees should be forced into unwanted discussions, but they should know where to go for assistance.

Sharing educational articles and resources internally demonstrates your company is aware of issues surrounding workplace menopause, comfortable adapting to them, and ready to support affected employees.

“Have systemic and cultural accountability in the organization to ensure those who participate in the jokes or ageist behavior when someone discloses are managed and held accountable,” Kim says.

Business benefits of supporting women with menopausal symptoms

1. Improved employee retention and engagement

We know it costs more to recruit and train a new employee than to retain an existing. A more inclusive and supportive workplace can lead to improved employee retention as women are more likely to stay with an employer that values their well-being. Without workplace flexibility and considerate managers, the cost of absences and missed work adds up quickly.

2. Increased productivity

By providing support and accommodations, such as flexible work arrangements or time off for a doctor’s appointment, businesses can help women manage these symptoms and maintain their productivity.

3. Better employee health

Menopause can increase the risk of health problems such as osteoporosis and heart disease. By providing support and resources for women going through menopause, businesses can help them manage these health risks and maintain their overall health and well-being.

4. Improved workplace morale

Creating a supportive workplace culture that values the well-being of all employees can improve workplace morale and create a more positive work environment for everyone.

How to support women with menopause in the workplace

Lead with compassion and empathy when it comes to menopause and workplace matters. Here are seven steps to take for a more inclusive and supportive employee experience for women:

1. Appoint a menopause champion/specialist within your organization

Designate a willing, informed employee to be the point person on menopause transition issues. They can help make difficult conversations easier by serving as an advocate and also give guidance to colleagues still learning how to discuss menopause in the workplace.

2. Draft a formal menopause policy for your company

This raises awareness among employees, shows managers how to make modifications, and signals to all staffers that they should feel safe bringing their concerns forward. Encourage privacy and discretion through a general, health-related category of support so women don’t have to disclose such personal information.

3. Reassess your employee benefits

Does the health insurance cover hormone replacement therapy? What about testing and treating low bone density and heart health, two risk factors that directly impact menopausal women? Permit employees to take medical appointments during work hours.

Offer menstrual/menopause paid leave, and report it separately from other absences. The Bank of Ireland, for example, allows employees experiencing menopausal symptoms up to 10 paid days off per year. Maven Clinic (No. 1 on the Best Workplaces in Health Care List for small and medium-sized businesses) pairs menopausal women with suitable providers through its digital health platform.

4. Allow flexible working arrangements

Employees exhausted in the middle of the day may still perform well at dawn and midnight, so allow temporary schedule adjustments and remote work as needed for workplace flexibility. For shift workers, frequent bathroom breaks and longer periods of rest can make a huge difference. Modify workloads. Create a private, quiet rest area for employees who can’t work at home.

5. Adapt the workplace environment to support women

Can you provide a desk fan or allow an employee to move directly under an air-conditioning vent or near a window she can open? Due to sudden hot flashes, menopausal women benefit greatly from being able to control their own microclimate.

If your company has a uniform or dress code, make the fabric breathable or relax the code. Avoid white uniform bottoms and ensure back-up clothing is available.

6. Provide support through professional training and ERGs

Teach senior leaders and line managers about menopause symptoms and how they can hinder daily job functions. Encourage staff to lead discussions about menopause and workplace issues, but don’t make any assumptions or requirements.

A great way for people to openly share in a safe space is through a Women Employee Resource Group (ERG), which also allows executive leadership and HR to do some employee listening.

7. Evaluate your hiring practices

“Being wary of hiring older women because there's a possibility of menopause” is similar to the prejudice younger women who may become pregnant face, Kim says. It’s critical to consider whether this sort of hiring manager bias exists in your organization, and seek ways to prevent it.

Menopause is “a real experience for half of the population and companies need to recognize the impact on women's health,” Kim says. “I can tell you from research, people I know, and from my own experience, it's different for everyone, from mild to severe symptoms, and nothing to take lightly.”

With employee retention – especially of experienced workers – at the top of mind, there is a tremendous urgency and opportunity for employers to act on supporting women going through menopause in the workplace.

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How To Attract and Retain Gen Z Employees

2024-08-09T10:54:48-04:00

How this young cohort of workers is looking to see if you’re investing in their growth.

Gen Z workers are the latest generation of employees to mystify well-meaning managers. The demographic, defined as those born between 1997 and 2012, is steadily increasing its influence in the workplace as more and more young people join the labor force.

These outspoken newcomers are at the forefront of rising activism in the workplace. They “want it all”—and they’re willing to take action if they feel their needs aren’t met.

During the Great Resignation and still today, business leaders have struggled to retain Gen Z employees. Many of these young workers left for new jobs, seeking better pay, more opportunities to develop their skills, and less toxicity in the workplace.

Serving the unique needs of Gen Z is something great workplaces are taking very seriously.

“Like most employers today, we have to consider that we have multiple generations in our workplace,” says James Colino, director of talent acquisition at Sheetz. The convenience store chain knows a thing or two about engaging with younger employees—it’s the No. 52 large company on the Fortune Best Workplaces for Millennials™ list for 2022.

“That requires sensitivity in how we market, how we recruit and how we manage our work family,” he says.

For Colino, it all starts with thinking about Gen Z as its own demographic—not lumping them in with millennials—and addressing their unique needs.

What’s missing for Gen Z

Gen Z workers are leaving their jobs for a reason. According to Great Place To Work® research, Gen Z, like their millennial colleagues, are having a demonstrably worse experience in the workplace compared with older generations. And out of all the generations, Gen Z is the least inclined to want to stay in their jobs.

Driving the Gen Z exodus is a lack of purpose or meaning in their work. Gen Z workers who agree that their work has “special meaning” are three times as likely to stay with their organization, per Great Place To Work data. That’s crucial, because Gen Z workers who say they want to stay with their organization a long time are also three times more likely to recommend their organization to others.

This creates a virtuous cycle, where young employees not only want to stay, but are helping recruit for the organization, recommending the company to friends and family as a great employer. This is crucial for organizations, since data shows that people often look to someone like themselves for trusted recommendations.

Gen Z workers also join millennials in being less likely than older generations to say they receive a fair share of profits and pay.

What’s working for Gen Z

There are many ways employers can help younger employees find a home with their organization. Deloitte’s research shows that the top reasons Gen Z workers chose their current job include:

Work-life balance (32%)
Learning and development opportunities (29%)
Higher salaries (24%)
Positive workplace culture (23%)

Great Place To Work research highlights the aspects of the workplace experience where Gen Z is having a better experience than other generations. In fact, they’re having the strongest experience when it comes to certain aspects of fairness, pride and respect, providing a roadmap for employers to follow. At great workplaces, Gen Z workers feel:

Colleagues avoid politicking and backstabbing
Promotions are awarded fairly
Managers don’t play favorites
Colleagues quickly adapt to changes
Management involves workers in decision-making that affects their work

Gen Z also has hefty expectations around diversity, equity, inclusion and belonging (DEIB).

Gen Z in the U.S. is more diverse than any generation before it, per data from Pew Research. One in five Gen Zers identify as LGBTQIA, and younger workers are more likely to expect robust DEI&B programs in the workplace.

For Colino, it’s perfectly natural for Gen Z to have different needs than Baby Boomers, Gen X, or even millennial colleagues.

“Every generation is a product of the environment they grew up in,” he says. “This generation has been subjected to political, privacy, technological and gender issues that have shaped how they think. In working with this generation, you can’t help but notice that they think and act differently than those who came before them.”

That doesn’t mean giving them a free pass on performance, Colino explains. Instead, it requires that leaders take the extra time to acknowledge differences, be inclusive and find solutions that work for customers and employees.

How to engage & retain Gen Z employees

Here are some of Colino’s top recommendations for employers on engaging Gen Z in the workplace:

1. Create a nurturing environment.

“They need someone to acknowledge that, purely based on the number of years they’ve been alive, they might not be fully equipped to handle all the situations they’ll encounter in a busy store,” says Colino. “It’s more than training; it’s a mentorship approach that ensures they have a positive experience.”

2. Develop your listening skills.

Every generation wants to be heard, but for Gen Z it has even greater significance.

“I think Gen Z is one of the more vocal generations,” says Colino. “They’re not afraid to speak up so I think they really appreciate that we’re asking for input.”

3. Build in opportunities for fun.

Younger workers need that flexibility to embrace their childlike side, says Colino, especially when workers might still be involved in school. These early work experiences will influence whether workers will return to jobs in your sector.

“It’s hard on a manager who has to schedule around flexibility, but our industry has to figure out how to keep this critical segment of talent excited,” he says.

If workers see your industry as a buzzkill, they won’t stick around to become the leaders of tomorrow.

4. Think about targeted benefits for education.

Sheetz has increased its tuition reimbursement program to the maximum amount allowed by the IRS.

“We also expanded our partnerships with online universities to ensure that all of our employees, no matter where they’re located, can continue their education,” says Colino.

5. Take time to learn more about Gen Z as a whole.

Colino’s last bit of advice: Invest in learning more about Gen Z as a macro concept.

“I don’t think companies fully understand the Gen Z workforce yet; they’re just barely entering the workplace,” he says.

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Onboarding Gen Z: How to Connect With Gen Z in the Workplace

2024-04-08T20:16:24-04:00

Integrate relationship-building, upskilling, and flexibility into your welcome when bringing on new Gen Z employees.

How warm is your workplace welcome?

Great Place To Work research has identified “hiring & welcoming” as a key leadership behavior critical to a successful employee retention strategy. While onboarding is not the only factor, it can set the tone for an employee’s entire tenure with your organization.

This is especially true for Gen Z, a generation that’s both anxious from uncertainty and hopeful for the future.

Employers hiring those born between 1997 and 2012 need to be aware of the unique experiences and expectations of Gen Z in the workplace — and how those factors impact their onboarding experience.

3 ways Gen Z’s upbringing influences the workplace

“Every generation has a unique backdrop of society that it grows up in,” says Dr. Meghan Grace, co-lead of the Institute of Generational Research and Education and a senior consultant with Plaid LLC, an organizational development firm that focuses on learning experiences.

In Gen Z’s case, she says, three factors stand out as defining characteristics: technological advancement, global connection, and high-stress uncertainty.

1. Gen Z has experienced rapid technological change

“When we look at what was going on with Gen Z in that time period, it’s rapid technological innovation, faster than any other period in time,” says Grace. “That is the only real way they’ve known how to connect with the world.”

As such, Gen Z is not just extremely skilled at learning new technology — they expect it.

For example, Gen Z is the generation most likely to have used AI in the workplace. But at the same time, they’re already more worried than other generations about being replaced by someone with better AI skills, according to a February 2024 study by D2L,

Dr. Grace says Gen Z isn’t necessarily afraid of tools like AI, but they are very aware of how new tech will change the way they work — and they want to learn it.

“It’s ‘Can I be nimble? Can I learn skills that are transferable to a variety of different spaces and different industries,’” she says. “It’s not just, ‘I’m gonna be a doctor — I might need to be a doctor who can also manage a TikTok account that educates people on health issues.’”

Gen Z may be incredibly tech-savvy, but they’re also worried about what they don’t yet know. As such, they’re seeking employers that will give them those opportunities for ongoing learning and career development.

2. Gen Z has developed high empathy

While all generations face changing technology, Gen Z’s experience of it has broadened their worldview from a very young, formative age.

It used to be that high school represented your entire social circle, explains Dr. Grace. But with social media, Gen Z has broadened their networks in an unprecedented way.

For example, maybe someone had a niche interest and were the only kid in their school to care about that. But online, they could find a community with peers from different backgrounds.

They’ve also watched world events — from wildfires in Australia to the conflict in Gaza — unfold in real time, narrated through social media by young people just like them.

“Something that’s unique is that they can understand the human experience around the globe much more than previous generations can and feel that empathy,” says Dr. Grace. “They are more aware of what’s going on in the world geopolitically than previous generations.”

As such, Gen Z is seeking workplaces that align with their expanded worldviews and offer them the chance to make a difference.

"Gen Z more aware of what’s going on in the world geopolitically than previous generations."

“They’re hopeful for the opportunity to take on jobs that have meaning, that create impact for other people,” says Dr. Grace. “Gen Z is channeling their activism in their personal lives and want to work for companies with social alignment.”

3. Gen Z has faced global uncertainty

Older Gen Zs were early adolescents when the 2008 U.S. recession hit — meaning at the time when they were dreaming about what they wanted to be when they grew up, they were also overhearing adults worry about layoffs and unemployment.

Then, while the oldest Gen Zs were in college or graduating into the working world, the COVID-19 pandemic hit. Classes and office jobs shifted online, forcing them to miss out on important social development. Many Gen Zs worked frontline jobs in retail or hospitality, where they faced furloughs and safety concerns.

Dr. Grace says this backdrop has left Gen Z with a lot of anxiety — but also a willingness to be nimble out of necessity.

Take our hypothetical medical student, who sees science as a stable career path, but is open to biomedicine and integrating AI or new technology into their work. Dr. Grace says they may then also broadcast their journey through medical school on social media for monetization.

“They are truly financially concerned, stability concerned,” says Dr. Grace. “And so, they’re utilizing everything in their toolbox to make sure they’re not going to be hit with financial uncertainty. They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”

While Gen Z has a reputation for job-hopping, it’s not because of short attention spans or disinterest. Rather, they’re switching jobs in search of financial security — higher pay, better benefits, and better growth opportunities.

"They have the ultimate ‘Let’s prepare for the next rainy day’ mindset.”

Employers that offer perks such as health insurance and retirement savings plans will appeal to this generation’s strong desire for stability.

5 tips for successfully onboarding Gen Z employees

Given Gen Z’s unique worldview and experiences, it may not come as a surprise that some of the things Gen Z wants most in an employer are:

Relationship-building: The chance to connect with their colleagues as friends and mentors.
Skills development: The opportunity to learn and practice new skills that will help them in their career goals.
Workplace flexibility: The ability to shape their work life in a way that complements their personal life.

Here’s how to integrate these elements into your onboarding process:

1. Set up a buddy or mentor system

For Gen Z, the nuances of workplace interaction, such as communicating with multiple generations and working alongside new perspectives different from their peer group, was learned from behind a screen.

“I think that’s something they’re very cognizant of, that that’s a gap that they have,” says Dr. Grace.

She recommends pairing up Gen Z employees with a buddy who they meet with regularly. This could be just a friendly face who can answer questions they may be too scared to ask of their direct manager, or it could be a more formalized mentorship with someone who has similar career goals.

2. Offer a thorough training plan

Gen Zs are keen to learn. They are OK with acknowledging what they don’t know and will appreciate getting to try new things hands-on.

“They are sponges for skills,” says Dr. Grace. “They are seeking the ability to stack more things into their toolbox because they don’t know what skill they’re going to need down the road.”

Rather than relying solely on an all-in-one training session, consider bite-sized training and refresher opportunities. This kind of training aligns with the fast-based content delivery that Gen Z has become accustomed to online.

For example, if an employee is working on a new task for the first time, you could set up a 10-minute chat over coffee to walk them through it or send them a Loom video that guides them through it step-by-step.

3. Show what success looks like

Gen Z has grown up with a lot of uncertainty — which is why they want clarity in a new job. That includes knowing what’s expected of them today in the role, as well as what their path to success looks like.

When do reviews happen? Is there a checklist they can follow to achieve a raise or promotion? Setting transparent milestones early on will help to ease Gen Z’s concerns about stability and success.

“I can’t stress enough how much transparent leadership matters to this generation, and they want transparent leadership pre-hiring through onboarding,” says Dr. Grace.

4. Promote purpose

Great Place To Work research has shown that purpose in the workplace is one of the key factors that determines whether an employee will stay or quit.

Employers can win over and retain Gen Z employees with a meaningful company mission. In fact, Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning,” underscoring the significance of genuine commitment over mere lip service.

“Something that should actually start in hiring is talking about how their role and the work that they will do will have a bigger impact,” says Dr. Grace. “Why do we exist and why does this specific role play a part in what we achieve?”

Gen Zs are three times more likely to remain with an organization if they perceive their work to have “special meaning.”

5. Embrace flexibility

Great Place To Work’s research on employee retention strategies has found that employees are three times more likely to stay with an employer when they can choose between remote, hybrid, or onsite work.

While all generations are seeking flexibility these days, “this is a generation that has said it at a much earlier age,” says Dr. Grace. “They’re identifying that work is not their entire identity like previous generations have.”

Good onboarding is a business imperative

Proper onboarding isn’t just a nice to have — it’s essential for an engaged workforce.

“New hires are some of the most expensive to replace because you’re oftentimes replacing many of them multiple times a year,” says Dr. Grace. “The approach to onboarding needs to be incredibly holistic because when employees have barriers — even slight barriers or slight frustrations — those are the things they remember.”

Access our report, Unlocking the Secrets of Employee Retention, to find out how you can predict and prevent turnover in your workplace, including a special section on keeping Gen Z happy at your company.

What Gen Z Employees Expect From Employers Today

2024-03-09T10:53:15-05:00

What Inspires Gen Z To Avoid ‘Lazy Girl Jobs' and Give Extra Effort

2023-08-10T07:11:11-04:00

Here’s how younger workers benefit from working at high-trust workplaces.

Are Gen Z workers just looking for a “lazy girl job”?

The latest viral TikTok sensation that encourages younger workers to opt out of traditional career trajectories is a response to hustle culture and “leaning in” espoused by Sheryl Sandberg.

Instead of going above and beyond, the ethos of the lazy girl job is all about meeting the requirements without giving extra effort.

Just like “quiet quitting” before it, this new buzzy phrase may concern business leaders looking to engage and attract young talent to their companies.

However, when you dig into the data on how Gen Z workers are experiencing the workplace, the answers are simple.

Gen Z workers benefit enormously from working in a high-trust workplace, where leaders actively engage with them, and the company makes an effort to ensure their work has meaning. When Gen Z workers experience this, they are more likely to give extra effort — no matter what their peers are doing on TikTok.

What Gen Z wants

How can employers create experiences that engage Gen Z employees? Great Place To Work® surveyed more than 500,000 employees in the U.S. to understand how different generations felt about their workplace.

카지노 커뮤니티 추천 on the 2023 Fortune Best Workplaces for Millennials™ List offer a compelling benchmark for how younger employees can feel included and encouraged. While the list prioritized the experience of workers in the millennial generation, our data showed that Gen Z workers also fared much better at these companies than at a typical U.S. workplace.

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Here’s what the data says Gen Z needs to thrive in your company:

1. Meaningful work

When comparing high-trust workplaces to the typical U.S. workplace, Gen Z workers saw the biggest improvement in feeling they “make a difference” compared to other generations.

Not only are 56% more Gen Z workers reporting they “make a difference” at the best workplaces, but the gap between generations also shrinks.

At the typical U.S. workplace, 17 percentage points separate Boomers and Gen Z with almost half of Gen Z workers saying their work isn’t meaningful. At Best Workplaces, the gap is only eight percentage points.

As the employee experience improves, the generation to which an employee belongs matters less than the company they work for. Young employees are more likely to quit a job, not because of their age or personal temperament, but because their employer hasn’t managed to engage them.

Across all generations, the top driver of employee retention is having meaningful work. When employees report that their work has “special meaning,” they are more than two times as likely to stay in their job.

What does it look like to help employees have meaningful work?

At NVIDIA, leaders believe in creating a supportive environment to “do your life’s work.”

That doesn’t mean NVIDIA employees have to cure cancer or solve world hunger, says David Luebke, vice president for graphics research at NVIDIA. “But there should be something — an undertaking you take on with purpose to make the world a slightly better place.”

NVIDIA’s younger employees in turn say that their work is meaningful when they feel trusted and empowered to work on important projects and receive mentorship from senior leaders.

“It’s very rewarding to work at NVIDIA and to collaborate on projects with great people,” says Aiden Di, a hardware intern in Shenzhen. “At NVIDIA, interns are trusted and respected by others to contribute to projects.”

And when interns and junior staff feel supported to develop their careers, they often become powerful employee advocates.

“During my internship at NVIDIA, I worked on meaningful projects, developed my communications skills, and — most of all — was blown away by my team’s genuine, abounding generosity in support and spirit,” says Angie Lee, corporate communications manager and former intern from Stanford University.

“Upon graduating, I was immensely thankful to be able to return — to continue learning and growing at a company that’s tackling some of the world’s greatest challenges.”

2. A fun workplace

Having fun at work is an important driver of well-being for every generation.

And for Gen Z workers, well-being in the workplace is far from guaranteed.

At the typical U.S. workplace, Gen Z workers are struggling to find balance and support. Only half (51%) report having a psychologically and emotionally healthy workplace, according to a Great Place To Work study. About two-thirds of Gen Z workers believe their co-workers care about them (63%) and that they can be themselves at work (64%).

Great workplaces prove that those numbers could be much higher, with 84% of Gen Z workers at companies on the Best Workplaces for Millennials List reporting a psychologically and emotionally healthy workplace.

3. Fair treatment, regardless of age

One way to help employees of different generations connect is to offer employee resource groups (ERGs) or dedicated networks to foster relationships.

Interestingly, many companies are creating networks that span all generations, not just focusing on an in-group of similar ages and life experiences.

American Express merged its ERG for millennials and its ERG focused on generations to form the network NextGen. The new group represents all four generations currently working at the company: Boomers, Gen X, millennials, and Gen Z.

The result is that employees can be heard from every stage of the career journey, and employees can connect with one another on shared interests.

This is an example of how companies can address an important need for Gen Z: Not having their age count against them in the workplace.

When Gen Z workers say they feel treated fairly regardless of their age, they are 1.5 times more likely to say they experience well-being. They aren’t the only generation that benefits from feeling like their age isn’t used to discriminate against them.

Gen X and Boomers are also 1.6 times more likely to experience well-being if they report being treated fairly regardless of age.

Dow also launched ERGs designed to address important career experiences for older and younger employees. In employee surveys, older workers reported feeling left behind and newly joined employees felt the company could do a better job welcoming them.

To respond, Dow launched “RISE,” an ERG that offers mentorship, career development, peer networking and more for new employees. For more seasoned employees, it launched “PR!ME,” an ERG designed to help employees age 50 and older to fulfill their unique needs.

The groups were a success, with Dow gaining three percentage points on its Trust Index™ survey results for if employees felt treated fairly regardless of age.

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Fun Drives High Levels of Well-being at the Best Workplaces for Millennials

2023-07-18T10:08:36-04:00

The state of employee well-being hasn’t been particularly rosy the past few years, and it continues to worsen, particularly among young professionals who report high levels of workplace stress and burn out.

Fortunately, the power of great cultures overrides that trend.

Organizations on this year’s Fortune Best Workplaces for Millennials™ List are bucking the norm across all measures of mental health and well-being, according to research from Great Place To Work®, who produced this year’s list based on nearly 500,000 millennial responses from eligible companies.

With loneliness reaching epidemic proportions in the U.S. — and higher among young people — care and camaraderie are a premium.

But younger generations at Best Workplaces™ don’t feel lonelier at work compared with their older co-workers. More than nine out of 10 (94%) workers across all generations say people care about each other.

“If you care for one generation, all generations benefit because you’re caring for people, not numbers on an Excel spreadsheet,” says Michael C. Bush, CEO of Great Place To Work. “Young people want what we all want — for their work to matter, to feel excited to start their day, to feel cared for and supported. When that happens for all people of all ages and backgrounds, gaps in the employee experience shrink. That’s the power of a great workplace for all.”

Across Great Place To Work’s broader measures of well-being, nearly nine out of 10 millennials and Gen Zers report high well-being levels — on par with their Gen X and baby boomer colleagues.

Across one measure of well-being, psychological health and safety, nearly nine out of 10 millennials (86%) at winning companies say their company is healthy compared with 52% of their peers at a typical workplace, according to Great Place To Work research.

What drives well-being for millennials is the same for all ages. The No. 1 driver: fun.

Employees who experience fun at work are 190% to 220% more likely to have high well-being levels. Other well-being drivers across all generations are pride in one’s accomplishments, receiving a fair share of the profits, and the ability to take time off.

As with all culture work, it’s good for business. These winning workplaces outperform average companies across productivity, retention, and recruitment. Employees at winning companies are almost twice as likely to give extra to get the job done and recommend their company to others.

The top 5 things millennials experience at the Best Workplaces

Nine out of 10 millennials at winning companies say their workplace is great compared to their peers at average companies, where just six out of 10 say the same.

Here’s a closer look at how these workplaces are creating positive experiences for their millennial workforce — and how that affects business success.

1. Feeling welcomed

Millennials who report feeling welcomed when joining their company are 40% more likely to feel people care about each other.

Tanium, No. 61 among large companies, creates several programs to help new staffers feel welcomed, included, and supported. New hires are paired with an onboarding buddy and mentor, and are encouraged to participate in employee engagement activities, including employee-wide virtual chats to meet co-workers across the company and twice-monthly “Meet the Founder” Q&A sessions.

2. Meaningful work

Making sure millennials feel a sense of purpose in their work – that what they do is “more than just a job” – is 52% better at winning workplaces than at average workplaces. And the more they feel their work matters, the more likely they’ll stay at their company. In this case, nearly three times more likely.

3. Feeling cared about

When millennials experience care, they’re 67% more likely to give extra at work. High levels of discretionary effort are always welcome, but are particularly important during lean economic times. At winning companies, 91% of millennials say they work in a culture of extra effort compared with 51% at a typical company. Discretionary effort is also what sets the Fortune 100 Best 카지노 커뮤니티 추천 apart from the rest this year.

4. Fair pay and promotions

Ensuring that people are paid and promoted fairly drives millennials to give extra at their jobs. Millennials report Best Workplaces are 68% better at promoting people than at typical companies, and when that’s true, millennials are 15% more likely to give extra. And when workplaces ensure people are paid fairly, millennials are 35% more likely to give extra.

5. Treated as a full team member regardless of position

Ninety three percent of millennial workers at winning companies experience this type of workplace equity, and when they do, these workers are 67% more likely to stay.

Do you have a culture you're proud of?

To find out how your company can become Great Place To Work Certified and apply to our Best Workplaces lists, start here.

Leading and Managing a Multigenerational Workforce

2023-01-18T12:26:36-05:00

Managing a multigenerational workforce involves viewing everyone as an individual, developing mentoring relationships and checking your communication methods.

It’s a long-standing joke that every generation is suspicious of the one coming after it, while rolling its eyes at those who came before. And, of course, there are stereotypes galore: Boomers are terrible with tech. Gen Xers hate everything. Millennials are entitled.

But when it comes to engaging a multigenerational workforce, leaders must toss those jokes and stereotypes aside.

True, there is some personality psychology to each generation. The world events, economic conditions, trends, and cultural norms of each era have influenced how people of each generation think and behave.

But individuals don’t slot into neatly defined categories. Some millennial employees adopt traditionalist behaviors, and Boomers who show Gen Z traits. Making generational assumptions isn’t just unrealistic — it’s risky.

What is a multigenerational workforce?

A multigenerational workforce is one in which the employees span different generations. There are now five generations in the workforce simultaneously (Gen Z, millennials, Gen X, baby boomers and some members of the silent generation still working in their late 70s and early 80s) – a first in modern history. This means an employer today could easily have young graduates working side-by-side with great-grandparents.

For managers of multigenerational workforces, engaging all generations is essential — not just for employee satisfaction but also for the company’s overall success. Diverse and inclusive workplaces have higher employee retention, higher revenue growth, and a greater readiness to innovate.

4 multigenerational workforce challenges (and how to overcome them)

The days of one-size-fits-all management are long gone.

Workplaces are becoming more ethnically and racially diverse (Gen Zers, also called zoomers, is tracking to the be the most diverse workforce yet, with 47% identifying with a group other than white, according to Great Place To Work® data), and employees from up to five generations work side by side.

The range of priorities, expectations, and experiences that employees bring to the workplace is wider than ever.

For example, what Gen Z wants from employers are workplaces that are mentally healthy and safe and offer diversity and inclusion, whereas the biggest predictors of employee retention for millennials are company reputation, purpose, and connection.

Here are some of the most common challenges of a multigenerational workforce, and how to overcome them:

1. Differing priorities

With a multigenerational workforce, employees span the full range of life stages. Some may be raising young kids, while others are caring for ailing parents. Some may be in new relationships, while others are going through a divorce. Some may be shopping for their first home, while others are researching retirement options.

The key is not to recognize one as more important than the other.

Leslie Patterson, diversity, equity & inclusiveness leader, Americas and US with EY, points to flexibility for working parents as an example. While offering such flexibility is great, it can’t be exclusive to employees with families.

“When I was younger, I wanted to work out. I was single, no kids,” she says. “If you thought about the whole hierarchy of what everyone had to do, mine was probably the least important… And so, how can we handle one’s personal needs? We are still going to accomplish the project, but you want to work out on Tuesdays, I want to go to Bible study on Wednesdays.”

2. Stereotypes and assumptions

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

Generational acceptance and sensitivity should be part of any company’s diversity, equity, inclusiveness & belonging (DEIB) initiatives, for both managerial and peer-to-peer relationships.

Part of avoiding stereotypes is acknowledging and exploring the overlaps that may exist between generations. Perks targeted to one generation might end up being ideal for everyone.

Just as we should never stereotype based on race, ethnicity, gender, or sexual orientation, we shouldn’t stereotype age and generation.

For example, it’s a common assumption that boomers are keen to return to the office post-Covid, while the younger generations want to stay remote or hybrid. However, workplace flexibility has proven to be a universal desire across all the generations.

3. Miscommunication

How we communicate has dramatically changed over the years, and everything from slang to style to format (phone, email, text, emojis 👁️👄👁️) can affect how employees interpret messages.

For baby boomers who mastered phone calls and in-person meetings for most of their careers, texts and Facetimes may feel jarring. For Gen Zs used to quick DMs, saying "it would be quicker to pick up the phone," won't necessarily resonate.

Older generations adapted letter writing to create email style. For zoomers, letter writing is unfamiliar.

With most generations preferring written communication, there can be misinterpretations of tone and punctuation.

Take the common period, for example. Gen X or Boomers may view sentences without periods as unprofessional or sloppy. For zoomers, they may consider periods as passive-aggressive or cold.

Setting rigid communication rules won't resolve communication gaps between generations. Communicating in just one style leaves generations out of your correspondence.

If you're managing a multigenerational workforce, communicate using multiple methods. Savvy managers will take note of how each individual responds to different communications.

These managers will email, use messaging, texting as appropriate, and have face-to-face meetings to connect with their workforce. Regardless of generation, most people respond well to hearing a critical message more than once, too.

4. Us vs. them attitudes

Younger generations may feel nervous asking questions of their older colleagues, or feel like they need to prove themselves. Older generations may feel the need to coddle younger colleagues, or may simply dismiss them as inexperienced.

“If you don’t know this person, if you feel they are generations ahead — the ages of your parents, uncles, aunts, whatever — there’s a fear of asking for clarification,” says Leslie.

The key to avoiding this power dynamic, she says, is trust, which employees gain by getting to know one another as not just colleagues, but as people.

Managers of multigenerational workforces should keep an eye out for such power dynamics, especially in meetings. If it appears that an employee’s contributions to a discussion aren’t being taken seriously, this is a good opportunity to be an ally and make space for them to speak up.

You could say, “I know Austin had some thoughts earlier. Would you like to share, Austin?”

Remind staff that it’s good to have a variety of opinions and that you are collaborating, rather than competing against the old guard or young blood.

How to engage a multigenerational workforce

Keeping your multigenerational workforce engaged and productive is all about trust and communication. Here are some ways to ensure every generation feels seen and heard:

1. Have regular check-ins

Make it a habit to check in regularly with employees — and be sure to make your check-ins not just about work, but about life.

Learning about what is happening in each employee’s life will not only create trust in the workplace, but also make it easier to offer benefits that specifically suit them, rather than simply being a blanket perk for their generation.

2. Clear up miscommunications

Language evolves, and it’s easy for employees from different backgrounds or age groups to have vastly different interpretations of a message. Ensure that everyone understands different communication styles and how they can be misinterpreted.

Learning about what is happening in each employee’s life will not only create trust; it will also make it easier to offer benefits that specifically suit them, rather than being a blanket perk for their generation.

But tread carefully: while it's important to understand generational differences, it's equally vital to ensure this knowledge doesn't turn into ageism. Each person – no matter when they were born – has their own communication preferences.

3. Capitalize on each generation’s skills and knowledge

Every generation brings a unique life experience to the workplace, from the skills they learned in school to the world events they witnessed. Find ways to help each generation thrive in the areas they already know, as well as to learn new skills from the generations before and after.

For example, social media is often flagged as something that younger generations raised on memes can teach to older generations. However, knowledge transfers can go both ways. For Gen Z, who entered a remote workforce during the pandemic, interpersonal skills like negotiating, networking or speaking confidently in front of crowds are proving to be a challenge — and something they can learn from their older colleagues.

Develop a mentorship program where more senior employees can nurture and guide their younger coworkers. This two-way exchange not only gives younger generations the feedback they crave, but it also helps people connect and see past pre-conceived differences.

4. Skip the stereotypes

Some boomers are tech-savvy. Some millennials dislike working remote. Gen Z employees can be new parents. While there are common characteristics and life stages for each generation, there are also endless variations within each one.

Encourage open and honest conversations in the workplace about age stereotypes. Create opportunities for employees to collaborate and socialize across the generations and beyond their usual team or social circle.

Non-hierarchical check-ins and mentorships (both older-to-younger and younger-to-older) will give employees the opportunity to share stories and perspectives and foster understanding across the generations.

5. Provide inclusive benefits

Some benefits, such as fertility benefits and parental leave, are generally (although not exclusively) geared to one generation. But there are countless ways for employers to ensure their benefits span the full age range of their employees.

For example, you could provide paid time off for pet owners who don’t have “traditional” caregiving needs but need to care for a sick pet. Or you could offer educational benefits, like Sheetz’s tuition reimbursement program that reflects what Gen Z really wants from employers.

6. Be a leader for all

카지노 커뮤니티 랭킹 research has found that each generation wants different things from its leaders. For example:

Millennials desire managers who can connect employees to a common purpose
Gen Xers want leaders to be role models who can roll up their sleeves and problem-solve in challenging times
Boomers view leaders as strategic thinkers who are admired, yet distant

For managers of multigenerational workforces, it’s important to keep these expectations top of mind. While it’s impossible to be everything to everyone all the time, having an awareness of what each generation wants in a leader, and striving to meet those expectations, will ensure each generation stays engaged.

Looking ahead to the next generation of workers

While generational trends will continue to drive workplace recruitment and retention strategies, our top priority should always be to engage each person as a unique individual fully.

With more generations than ever working side by side, employers are positioned to create strong, innovative teams rich with diverse thought, experience, and expertise. Look at the best traits that each generation — and each individual — brings to the table and then adapt accordingly.

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