Employers interested
in enhancing the engagement of today’s multi-generational workforce will
want to know: What is employee engagement and why is it important,
How can employers recognize employee engagement, How does age affect employee
engagement, What are drivers of engagement for employees in different generational
groups, What can employers do tho maximize employee engagement,
In this study, we address
these important questions and focus on selected findings from the Age &
Generations Study. The Age & Generations Study was a research project conducted
by the Sloan Center on Aging & Work at Boston College in 2007-2008. Approximately
2,200 employees across the country participated in this study. (For details
about this study, see, “At a Glance: The Age & Generations Study”
on page 25.)
Insights from this study
will be of use to managers and supervisors who are interested in enhancing the
engagement of their employees of all ages and generations.
Research Highlights
– Major findings from this study include
– Older workers are more likely to have higher levels of engagement than ppyounger
workers.
– Employees reporting better
physical and mental health are more likely to pphave higher levels of engagement
than those with poorer physical and mental health.
– Employees who are satisfied
with the training and development opportunities ppavailable to them are more
likely to have higher levels of engagement than those who are not satisfied.
– Employees working in
teams that have a culture supportive of workplace flexppibility are more likely
to have higher levels of engagement.
– The investment that employers
make in their benefits programs also contribpputes to the level of the engagement
of their workforce, specifically, employers who offer health insurance for the
family members of full-time employees, life insurance, and employer-contributions
to the employees’ defined contribution plans are more likely to have higher
levels of engagement.
– “One size does
not fit all” when it comes to the steps that employers could pptake with
regard to employee engagement. Employers might want to focus on specific drivers
of engagement for some employees in particular age/generational groups and other
drivers for some of those in other groups.
– Access to the flexibility
needed to fulfill work and family responsibilities is ppone factor that is associated
with higher levels of engagement among Gen Y employees (those born after 1980).
– Satisfaction with training
and development is one factor that is associated ppwith higher levels of engagement
among Younger Gen X’ers (those born between
1972 and 1980).
– Being a supervisor is
one factor that is associated with higher levels of enppgagement among Older
Gen X’ers (those born between 1965 and 1971).
– Good physical health is
one factor that is associated with higher levels of enppgagement among Younger
Boomers (those born between 1955 and 1964).
– Supervisor support is
one factor that is associated with higher levels of enppgagement among Older
Boomers/Traditionalists (those born before 1955).
