With that in mind, it seems to make sense that older employees—baby boomers bearing down on retirement age, Gen Xers now hitting their 40s and 50s—would be the most likely to feel worn down from work.
Not necessarily, according to a recent Monster.com survey, which actually finds millennial-age workers to be the most burned out of the bunch.
In a Monster poll of nearly 1,100 employed or unemployed job seekers, 81 percent of workers said they feel some sense of burnout in their jobs. Eighty-six percent of millennials report experiencing some level of burnout, compared to 76 percent of more experienced workers saying the same.
Of course, with some of their more seasoned colleagues moving into different positions or getting ready to settle into retirement, many Gen Y workers may find themselves bearing a larger load than ever before in their relatively young careers.
Looking through that lens, maybe it’s not so surprising that more members of Gen Y are feeling fried, according to Jeffrey Quinn, vice president of Monster’s global insights.
“It’s probable that millennials are expected to take on larger roles than their more experienced predecessors, and thus are feeling the pressure,” said Quinn, in a statement.
“That said, millennials are proving to be more open-minded than the more experienced workers when it comes to job locations and roles,” he said. “This flexibility will be advantageous to the millennial generation, allowing them to cast a wider net and find better success and satisfaction in their careers.”
HR and managers can play a part in helping Gen Y get a handle on their increased responsibilities, but should bear in mind that “millennials have a very different mindset from the older generations in the workforce,” says Jay Meschke, president of Leawood, Kan.-based CBIZ Human Capital Services.
“For example, millennials are eager to please, but they tend to require more feedback than other generations,” says Meschke. “Executives should communicate and provide [frequent] feedback that is timely and specific, and addresses performance issues, not intergenerational differences.
“It’s also important to create an emotional connection,” he adds, “through simple acts like highlighting internal promotions.”