At one time, baby boomers ruled the workplace and programs, and strategies revolved around their needs. Today, another enormous demographic is poised to take their place: the millennials. Born in an era immersed in technology, globalization and instant communication, millennials have a very different outlook on life and work. According to Dr. Marie-Hélène Pelletier, assistant vice-president, Workplace Mental Health, with Sun Life Financial, companies need to understand this generation and begin creating strategies and programs geared to their unique needs because, by 2020, they will make up 40% of the workforce.
Millennials are currently between the ages of 15 and 35 and, generationally, share certain characteristics. They tend to be independent, money-conscious (due to the heavy student debt), technologically adept and socially connected. Most important, they have high expectations. “They’ve been told by everyone, and so believe, that anything is possible,” said Pelletier. “That can cause problems when they encounter setbacks.”
According to Pelletier, there’s a new term attached to this group: emerging adulthood, the phase between adolescence and adulthood. It’s a time of identity exploration, which can be exciting but also confusing. Pelletier cited a 2013 Statistics Canada study that found millennials are more likely to experience anxiety and depression than any other demographic.
Fortunately, she continued, millennials are open to new experiences and taking control of their mental health. Employers can help with workplace strategies geared to younger employees. Some simple strategies include the following:
- understanding millennials’ preferences regarding work/life balance and having the flexibility to implement them;
- recognizing their good work and providing constructive feedback;
- creating a fun work environment tailored to them—“Some workplaces bring in karate or jujitsu classes, whatever their younger employees are interested in”; and
- providing career counselling and development opportunities.
Pelletier cautioned that it’s important to ensure any services are informed by research, education and training. “One thing we need to be careful about is assuming that a program has merit just simply because it exists. If we were going to take a new drug, for example, we would want to see the studies proving that it worked. We should really be taking the same approach to programs in mental health.”
Pelletier suggested that employers could train managers to better understand this demographic, she said. “Millennials are frustrated, in part, because they feel misunderstood and unheard. We need to start listening to them because, if we do, we have a great opportunity in front of us.”
Pelletier spoke about millennials in the workforce at the Montreal Mental Health Summit on Nov. 5, 2015, the Toronto Mental Health Summit on Nov. 12, 2015 and the Vancouver Mental Health Summit on Dec. 8, 2015.
All the articles from the event can be found in our special section: 2015 Mental Health Summit Coverage.