Download Citation on ResearchGate | Managing Middlescence | They make up more than half your workforce. They work longer hours than. Welcome to middlescence. Like adolescence, it can be a time of frustration, confusion, and alienation. But it can also be a time of self-discovery. Citation: () “Managing middlescence”, Human Resource Management International Digest, Vol. 14 Issue: 5, ead.
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Today, millions of mid-career men and women are wrestling with middlescence looking for ways to balance job responsibilities, family, and leisure while hoping to find new meaning in their work. He worked in Mexico during the mids, a period of explosive growth there.
Your organisation may have a job-posting system but still fill most openings through under-the-table recruiting that bypasses official channels. In fact, they’re burned out, bored, and bottlenecked, new research reveals. Many of today’s mid-career workers are well educated and have retained their love of learning. Putting experienc-ed employees into mentoring, teaching, and other knowledge-sharing roles has the dual benefit of re-engaging the mid-career worker and boosting the expertise and organisational know-how of less-experienced employees.
Family and financial pressures outside work make them conservative in their career choices, and many cannot afford moves that would involve cuts in pay or benefits. Companies need to find ways to rekindle the fires of this vast, neglected group of people – or risk manahing them together.
Jim liked the company and networked with a variety of managers to learn what kinds of opportunities there might be. Only one in three agrees that top management displays integrity or commitment to employee development, and one in four often disagrees with the organisation’s policies on important employee matters. However, many find themselves too busy for extensive education and training; personal development time comes at the sacrifice of other responsibilities, both on the job and off.
As many of our examples show, the most successful careers are the ones that stay in motion.
It isn’t an easy job. Meanwhile, too many organisations foster a silent conspiracy against education: They’ve had a chance to recharge, to do something different, and they’re appreciative of their companies for giving them the opportunity.
The best way to engage middlescents is to tap into managinb hunger for renewal and help them launch into more meaningful roles.
Many companies risk losing mansging of their best people, who may opt for early retirement or seek more exciting work elsewhere. When in June we at Age Wave and the Concours Group conducted a survey with Harris Interactive of more than US workers, we found that people in this age bracket middleecence longer hours than their older and younger counterparts, with 30 per cent saying they put in 50 or more hours per week. They stand silent when managers discourage employees from seeking training on the grounds that it will interfere with getting the work done.
Business Leadership: A Jossey-Bass Reader by Joan V. Gallos
You may not be able to offer maanging more money or a prestigious title, but you can give just about anybody a fresh challenge or a new start. The techniques we’ve recommended are not exclusively for mid-career workers, of course, but they will have the greatest impact on this cohort. Yet only 43 per cent are passionate about their jobs, just 33 per cent feel energised by their work, 36 per cent say they feel that they are in dead-end jobs, and more than 40 per cent report feelings of burnout.
How can I make the next phase of my life as meaningful as possible? Mentor relationships are middlescencd stereotyped as one-way transfers from old to young for the purposes of youthful personal development and career advancement. Typical is the case of one productive and well-respected middle manager in his late 40s.
In our research into employee attitudes and experiences, we heard many stories of mid-career restlessness, a phenomenon we call middlescence. The tacit assumptions are that mid-career people have been trained already, and what little additional training they might need they get on the job.
Membership is free, and your security and privacy remain protected. Increased longevity, delayed and multiple marriages, and large numbers of two-career households have altered family patterns such that middlescents are often sandwiched at home between raising children and caring for aging parents precisely at the time when their job responsibilities are peaking.
If your organisation wants to control its fate and costs when the boomer retirement wave and associated brain drain hit with full force, start today to systematically retain and recruit people with the skills and capabilities you will want to keep on hand for the long run.
Many mid-career men and women may crave a fresh start but don’t tell their bosses how they feel. A fifth are seeking opportunities in other organisations, and a similar percentage are looking for a major career change.
Or it can be a curse for those without the financial resources to chart their own course, who instead face the prospect of having to work indefinitely at a job they don’t really enjoy. He landed a position in field sales, a role for which he had no direct experience but which seemed to play to his strengths. It was actually a step down in corporate status and scope, and his colleagues were shocked that he’d accept what seemed a less than lateral move.
You want to go beyond the stars who are probably getting special attention already to find the other valuable contributors, the B players, people who will probably never make it to the executive suite but whose skills and experience you need to retain.