Young people often enter the workforce with little sense of what is about to hit them. It\u2019s important to help them make the transition to a kind of pressure many have never faced before.<\/p>\n
Boots, a UK health, beauty and pharmacy company, regularly reaches out to secondary schools, colleges, and local universities. It runs workshops and gives talks that help potential recruits better understand the workplace, and taps its own younger employees as leaders of these events to ensure that the messages resonate. Boots also helps young hires to build skills and confidence and better adjust to their new responsibilities through group discussions and workshops. Early-career tutors are trained to help these workers and are, in turn, helped by others; they know how to escalate any concerns to a colleague who has had specific training on mental health issues.<\/p>\n
2.\u00a0\u00a0 Train Them How You Want Them<\/strong><\/h2>\nOnce people have been onboarded, they need help understanding how to manage the stresses and strains of the job and how to deal with those particular situations. The key here is to design solutions.<\/p>\n
The international law firm Allen & Overy has many trainees, most of whom join on a two-year contract. Working with and led by the younger cohort, senior managers created a programme that focuses on the human element of life as a lawyer. Trainers equip new lawyers with \u2018practical resilience skills and advice\u2019 to help them achieve a healthy work-life balance in a high-pressure environment. Among those lessons are included how to set and maintain boundaries between personal and work time.\u00a0A message that is best delivered by people who have experienced that.<\/p>\n
One recent pilot initiative coming out of this process involves \u2018protected evenings.\u2019\u00a0 It allows trainees to flag nights that are important to them, giving them more control over their schedules. Trainees also publish a newsletter every two weeks that helps address key concerns on their agenda.<\/p>\n
3.\u00a0\u00a0 The Role of Senior Leaders<\/strong><\/h2>\nThey should be open about the challenges they have faced and they should show vulnerability. When they speak up, not only would they help their struggling younger workers realise that they\u2019re not alone, they would also be giving them some language to use to describe their own experiences.<\/p>\n
Paul Feeney \u2013 CEO of Quilter a wealth management company in London \u2013 has stated that making it personal is the best solution: \u201cIn our industry, we have a saying, \u2018Don\u2019t take it personal.\u2019 We should make it personal. People need to know it is OK to not be OK.\u00a0The best thing to do is open up and talk about it.\u201d<\/p>\n
The more we can do to reduce the stigma of this topic and bring it further out of shadows into the mainstream, the less will people need to be brave to talk about their experiences. And they will be happier, more confident, and more productive at work and beyond.<\/p>\n
There is a real value in providing companies with the tools to carry out regular organisational assessments and\u00a0this is where Great People Inside <\/a>comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum <\/a>assessment for hiring and 360\u00b0 Survey<\/a> for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate\u2019s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.<\/p>\nRequest a\u00a0free demo:<\/p>\n
They should be open about the challenges they have faced and they should show vulnerability. When they speak up, not only would they help their struggling younger workers realise that they\u2019re not alone, they would also be giving them some language to use to describe their own experiences.<\/p>\n
Paul Feeney \u2013 CEO of Quilter a wealth management company in London \u2013 has stated that making it personal is the best solution: \u201cIn our industry, we have a saying, \u2018Don\u2019t take it personal.\u2019 We should make it personal. People need to know it is OK to not be OK.\u00a0The best thing to do is open up and talk about it.\u201d<\/p>\n
The more we can do to reduce the stigma of this topic and bring it further out of shadows into the mainstream, the less will people need to be brave to talk about their experiences. And they will be happier, more confident, and more productive at work and beyond.<\/p>\n
There is a real value in providing companies with the tools to carry out regular organisational assessments and\u00a0this is where Great People Inside <\/a>comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum <\/a>assessment for hiring and 360\u00b0 Survey<\/a> for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate\u2019s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.<\/p>\n Request a\u00a0free demo:<\/p>\n
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