Young workers worldwide present an unusual paradox for employers: They are more likely than the overall workforce to be satisfied with the organizations for which they work, yet also more likely to be considering leaving them. That’s the result of Mercer’s What’s Working survey of nearly 30,000 workers across 17 geographic markets.
According to the survey findings, workers age 34 and younger are more likely than their older colleagues to be pondering an exit from their employer. In response to the question, “At the present time, I am seriously considering leaving my organization,” the youngest workers (age 16–24) recorded scores of agreement that average 10 percentage points higher than the overall workforce worldwide, while scores for workers age 25–34 average five percentage points higher.
Canada’s numbers fall right in line with those figures. In the Canadian sample, workers age 16–24 averaged nine percentage points higher than the total Canadian market for their desire to quit, while those 25–34 years of age scored seven percentage points higher.
Yet despite this propensity to leave, when asked about overall satisfaction with their organizations, younger workers registered satisfaction scores higher than the overall workforce. Scores for employees age 16–24 were higher in 14 of the 17 markets worldwide by an average of five percentage points. Scores for employees age 25–34 were higher in 11 of the 17 markets by an average of two percentage points.
In Canada, workers age 16–24 scored two percentage points higher than the total Canadian market on the satisfaction scale, while those 25–34 years of age scored four percentage points higher.
These same two age groups also are more likely to recommend their organization as a good place to work. Scores for employees age 16–24 were higher than the overall workforce by an average of seven percentage points globally. Meanwhile, scores for workers age 25–34 are higher in 13 of the 17 markets by an average of three percentage points above the overall workforce scores.
“This pattern of higher satisfaction among younger workers held true for many other key issues addressed in our survey, including pay, performance management and careers, making their desire to leave their organizations all the more at odds with traditional views of loyalty, retention and engagement,” says Michael Burniston, U.S. and Canada leader for Mercer’s human capital business.
“These findings present a real dilemma for employers,” says Colleen O’Neill, North American leader for talent management consulting with Mercer. ”Do they simply accept that young talent is going to leave no matter what the organization has to offer, or do they invest time and resources in an attempt to change the views and employment habits of their younger workers? Strategies, of course, will vary by organization, but it is essential to first have a clear understanding of an employer’s value proposition and then analyze what steps can or should be taken to increase the tenure of young workers.”