Unhappy "Middlescent" Employees A Problem -- for Employers and for Themselves

"Mid-career employees and managers, who should be at their peak of productivity, are the most disaffected segment of the workforce," according to an article in the Harvard Business Review.

When human capital consultants Robert Morison and Tamara Erickson (author of "Workforce Crisis") and Boomer consultantKen Dychtwald surveyed over 7,700 workers, they found that only about 1/3 felt energized by their jobs, while another 1/3 felt they were at a dead-end at work. More than 40% felt symptoms of burnout.

They cite a 2005 Conference Board survey that showed that over the last ten years, job satisfaction declined the most among 35-44 year olds, and the second largest drop was among 45-54 year olds. That survey also found that only half of Americans were satisfied with their jobs, down 10% over ten years.

Not surprisingly, they say that mid-career employees "have the lowest satisfaction rates with their immediate managers and the least confidence in top executives."

They believe that mid-career adults, who make up about half the workforce, are struggling with "middlescence--looking for ways to balance work, family, and leisure while hoping to find new meaning in their jobs." Their notion is that this can be as confusing and troublesome a time as adolescence.

They believe the explanation for the increase in job dissatisfaction lies in changing family patterns -- more dual career families, delayed marriage and childbirth, and increased longevity mean that the middle-aged are caring for their parents and raising young children right when their work responsibilities are peaking.

Morison, Erickson, and Dychtwald suggest that employers find new challenges for these experienced and reliable midlife workers. Changes could include new assignments, in-house career change, mentoring, training, sabbaticals, and leadership development. And companies should find ways to reward and retain not just their stars, but the "B students." The authors argue that since these employees are mostly Baby Boomers, anything that taps into that generation's desire for renewal and meaning will be well received.

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What appears to be a full text copy of the article is at CIO magazine here.