P2P

48 P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | F A L L 2 0 2 4 Why is this important? Our workplaces are shifting, with younger generational groups growing in numbers as Boomers retire. Understanding how to communicate with another generation, and in particular on issues that have significance to them, is critical. Knowing how to recognize what their behaviors may mean is even more critical. And when it comes to workload issues, comments like "But this is how it was when I started out," and "If you can't do it, I can get someone else who can," or "We don't have burnout at my firm," have no place in the workplace any longer. This is particularly true when your team is multi-generational. Conversely, it is not just something 'to be worked on' by the older generations. Understanding generational differences and expectations must be addressed by all: Baby Boomers, Xs, Millennials, and Zs. The American Psychological Association 2024 Work in America survey does discuss intergenerational tensions in the workplace, noting that younger Americans are more comfortable working with others their own age. Yet overall, most working adults reported appreciating the opportunity to work with people of different ages. All groups benefit from working with others, regardless of their age. This is not something resolved by work‑from‑home. Whether the team has the choice to work in the office, hybrid, or 100% virtual, everyone needs to learn how to pick up distress signals regardless of where a team member may be located. Preconceived notions that working from home is In 2024, Deloitte conducted its 13th survey of Generation Z and Millennials and how they feel about stress, anxiety, work experiences, and mental well-being. Some of their results: 40% of Generation Z and 35% of Millennials say they feel stressed or anxious all or most of the time. When asked what they are stressed about, they responded: their finances, their jobs, and work/life balance; concerns about not being recognized for their accomplishments; although they are working long hours, they still lack time to complete their work; and they struggle with feelings of lack of control over how or where they work. Just over half of those surveyed said their employers take the mental health of their employees seriously. Which is good. But it also means that almost half of respondents said they did not think their employers take the mental health of their employees seriously. More than half of those surveyed said there is room for improvement when it comes to speaking openly about mental health at work. Although, 4 out of 10 said they did not feel comfortable speaking openly with their managers about stress, anxiety, or other mental health challenges. Many of these individuals questioned whether their managers would know how to support them if they did raise these issues. Finally, 3 in 10 feared discriminatory action against them if they were to raise concerns about mental health. As a result, they just do not bring it up.

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