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In higher education, leaders have a unique opportunity to support Gen Z employees due to the inherently adaptive nature of educational environments. This context fosters an atmosphere ripe for learning and growth, placing managers of Gen Z employees in a favorable position compared to their counterparts in other sectors.
However, engaging Gen Z, known for their digital prowess, poses distinct challenges. Many leaders in academia are significantly older than these young employees, complicating the effort to bridge generational divides. Moreover, traditional work settings and rigid schedules often conflict with Gen Z’s preference for flexibility. Compounding these issues, this generation experiences heightened levels of loneliness, pessimism, unmet needs, and a pronounced demand for mental health resources. Addressing these factors is vital for cultivating a healthy workplace, prompting the question: what hurdles do higher ed leaders face and what solutions can they implement?
The Gen Z Mental Health Crisis
While all industries grapple with the complexities of managing Gen Z, higher education faces unique hurdles. Leaders may feel overwhelmed by the challenges, but a shift in focus from problems to solutions can yield positive outcomes.
To better understand Gen Z’s unmet needs, it’s essential to recognize the persistent mental health concerns they face.
Pandemic Effects
The COVID-19 pandemic had a profound impact on everyone in higher education, with Gen Z experiencing some of the most severe repercussions. A 2022 McKinsey study indicated that Gen Z reported the lowest levels of emotional well-being, the highest unmet needs, and the most negative outlook among all age groups. For these digital natives, who suffered from elevated loneliness even before the pandemic, the escalation of isolation and a reduction in face-to-face interactions during critical periods exacerbated their struggles.
A report from Sapien Labs in May 2022 revealed alarming trends, noting that nearly 50% of young adults experienced a deterioration in mental health during the second year of the pandemic. Furthermore, over half of Gen Zers globally struggle with social interactions, marking a decline in their ability to connect with others.
Additional Mental Health Concerns for Gen Z
Research led by psychologist Jean Twenge in 2010 identified a concerning trend regarding the erosion of the “social self” among Gen Z, closely linked to smartphone and social media usage. Even prior to the pandemic, many Gen Zers reported excessive online time. According to Pew Research, 95% of Gen Z possess smartphones, and 36% believe they spend too much time on social media.
Negative impacts of social media have been evident for years. In 2017, 16% of Gen Z highlighted adverse effects on self-esteem and body image due to online engagement. By 2019, 27% reported similar feelings, and by 2022, that number rose to 47%. The increasing prevalence of these social media-related issues raises concerns about the mental well-being of this generation.
While higher education leaders cannot eliminate social media, they can foster solutions that encourage reduced screen time, enhance morale, and promote mental health.
Solutions for Higher Ed Leaders
The key to addressing the mental health crisis among Gen Z lies in restoring the human connections that pandemic conditions have disrupted. Despite being digital natives accustomed to virtual interactions, Gen Z craves and requires authentic, in-person social connections.
It may seem paradoxical that those who thrive online still yearn for genuine human interaction. Nonetheless, many Gen Z employees experience significant loneliness, often opting for virtual help instead of reaching out physically. They flourish in environments that encourage face-to-face communication and collaborative problem-solving. Therefore, higher educational institutions with conducive workspaces can support their needs effectively.
Encourage Collaboration, Communication, & Connection Minus Screens
Leaders should consistently seek to provide platforms for Gen Z employees to collaborate with peers both within their departments and across different teams. This does not mean mandatory social events; rather, it should cultivate real connections through project partnerships, committee service, event planning, and collaborative discussions, fulfilling the need for interaction while also fostering essential soft skills.
Normalize Asking for Help
Although Gen Z is more willing to discuss mental health challenges, higher education leaders must actively work to minimize stigma associated with mental health struggles. It’s crucial that Gen Z employees feel safe in seeking help without fear of backlash or rejection.
With 68% of Gen Zers reporting high levels of stress and burnout in the workplace, creating an open dialogue about mental health is essential. Regular check-ins regarding their stress levels, alongside concrete support options like employee assistance programs, demonstrate genuine concern for their well-being.
For leaders committed to fostering an inclusive environment, it’s vital to support members of Gen Z who may belong to marginalized groups. By repeatedly offering help and creating an open culture around mental health discussions, leaders can alleviate fear and stigma surrounding this topic.
Build True Community
Establishing connection takes time, yet it is integral to nurturing a positive workplace culture that enhances Gen Z’s mental health. Leaders should prioritize opportunities for connection as part of their strategy, possibly even placing them above traditional performance metrics.
Onboarding and professional development sessions provide ideal moments for community building. Leaders can focus on collaborative activities and hands-on learning, rather than merely relaying policies. Encouraging daily community engagement through cross-training and mentoring relationships creates an enriching work environment.
Investing time and effort in fostering community doesn’t require significant financial resources. Thoughtful strategies can result in healthier workplaces, culminating in increased productivity and improved overall morale.
Conclusion
Higher education leaders have limited ability to change every aspect of their organizational environment or the specific roles of their staff. However, there are innovative and affordable strategies they can adopt to positively affect their Gen Z employees. By forging connections with this generation, many other workplace challenges may gradually diminish.
Source
www.higheredjobs.com