When presenting my Building Blocks of Resilience keynote, I always share the findings of a famous Harvard study that proved that relationships are the single largest predictor of health and happiness in our lives. Making trusted connections in and out of work, play a big role in how well we feel supported. This translates to our ability to manage setbacks and tackle challenges.  

The problem is… our younger workforce is not feeling “connected.” GALLUP’s latest data shows that post-pandemic, there is a wide range of engagement levels in the workplace, with much variation from generation to generation. The biggest decline in engagement since 2020 comes from employees less than 35 years old.

why aren’t the younger generations engaging?

Several elements contributed to these younger generations feeling disengaged, according to the way that they reported scores. Specific things that are hampering their engagement include:

• They don’t feel that anyone cares for their well-being at work
• They don’t feel that they have the opportunity to learn and grow
• They don’t feel connected to the mission of the organization
• They are not discussing progress with their managers
• They are not given opportunities to develop
• And they don’t feel that their opinions count

so how does a manager engage younger workers?

The way that we live and work in today’s digital age makes connecting at a deeper level significantly more challenging. Engagement, especially in the workplace, must be intentional.  Here are some actionable things that a manager can do today to begin to move the needle and engage this generation of workers.

HOLD WEEKLY ONE-ON-ONES. It doesn’t have to be long. 15-30 minutes is adequate. Much of this generation is choosing to work from home more frequently, and the check-in is a great break from the isolation and excuse to connect on a deeper level. This will be the foundation for a variety of trust-building discussions.

CLEARLY COMMUNICATE: Having a clear understanding of workplace norms like hours and hybrid policies are essential.  It’s vital they have a thorough understanding of job expectations. Frequent and honest feedback that includes both acknowledging wins and constructive feedback, is highly valued by this generation.

ENCOURAGE LONG-TERM GOAL-SETTING We all need to feel that we’re making progress towards something larger. Routine discussions about their career aspirations and potential paths help create a rough blueprint. Continually help them identify the small action items and celebrate their success when they make progress. Don’t wait until an annual performance review to have this discussion.

EMPOWER AND EQUIP: Continually confirm that they have the skills they need to successfully reach their goals. Ask for their honest input around what skills they feel they’re lacking, and how the organization may support them in strengthening that skill. Investing in training and development shows that you’re practicing what you’re preaching and proves you care about their success.

POINT OUT PURPOSE:  Gen Z’ers are all about purpose-driven work. Not everyone works in the impact sector, or for an organization who is overtly saving the world. However, you can lean into this need for purpose by pointing out alignment. Be sure everyone is up to date on the company values, and explicitly share how this employee’s every-day tasks are impacting the success of the mission. How is their work making someone else’s life easier? How are they a part of something bigger? Be sure to have some opportunities for participation in business-led volunteer efforts to demonstrate your social responsibility.

PROACTIVELY SUPPORT THEIR WELL-BEING: Preventative mental health and work life balance is a top concern of this younger generation of employees. Adopt a holistic approach to well-being by educating on stress management, providing a psychologically safe workplace (where such supportive discussions encourage open and honest discussions of needs and challenges), and making a variety of well-being programs and mental health benefits available. Be sure that all are continuously encouraged, and easily accessible

Engaging younger generations in the workforce requires a proactive, strategic approach. By implementing intentional strategies like the ones outlined here, managers can create an environment where the younger workforce feels seen and cared for. These small changes in the way you communicate with your employee is not only good for productivity and retention, but creates a culture of trust and resilience that helps employees flourish professionally and personally.

As we continue to learn from research, it’s clear that the power of connection is foundational to the success and well-being of our teams—and no matter the generation, it starts with the manager.