70 million new workers face work-life imbalance
If not checked, children of Baby Boomers who are now entering the work force face workplace risks brought about by connectivity technology.
While they have grown up reaping the benefits of technology in nearly every facet of their life, this workforce numbering 70 million from Generation Y, also called the millenials, may suffer from work-life imbalance brought about by modern technologies, according to a report by NAS Recruitment.
Connectivity technology—e-mails, cell phones, PDA’s and other gadgets— make it easier than ever to keep in touch with goings-on in the office, allowing today’s workforce to save time and be more accessible. However, experts say they have the potential to do more harm than good.
HR development services director Jenna Reed tells StatesmanJournal.com she acknowledges that technology has allowed organizations to offer their employees the benefit of having flexible work schedules and working from home. The consequence, she says, is that “e-mail, voice and text messages are being sent back and forth between employees and the organization at all hours of the day.”
“I manage a variety of employees with different needs,” she says. “Some of them need to be in the office, while others find themselves to be more productive at home where there are fewer distractions. The challenge is in knowing how to manage the perfect work-life balance.”
A recent study done by professional consulting and staffing firm Hudson which was published in Medical Marketing & Media Online found that nearly 25% of 1,575 US workers surveyed planned to check in with work most days, if not every day, during their vacation. The report also said 34% of executives return to work with at least similar stress levels as when they left.
Atkinson Graduate School of Management Associate Dean Lisbeth Claus, advises an MBA class that HR professionals have to “remain acutely aware of your employees’ working environments and schedules. Maintaining awareness will not only aid in retention efforts, but also performance management.”
With technology turning flexibility into a core competency in today’s competitive marketplace, work burn-out or disengagement are risks to be considered if employees are expected to be available 24/7, according to Claus.
According to Reed, managers need to be proactive during the hiring process to determine what the most effective schedule and environment is for the prospective employee and developing the employment plan and job offer around this conversation. After the hire is made and the employee has been brought on board there then needs to be continual effort and support in the development of a work/life balance, she says.
The NAS report says that managers have to be cognizant of the differences in workplace ideals and expectations held by this new workforce.
