Economy and young workers enjoy people focus

Our young workers survey*, last summer, showed that despite the many benefits for both workers and employers, home and hybrid working is damaging the career development, workplace relationships and mental wellbeing of career entrants.

While many older and more established professionals have benefited from hybrid arrangements, younger workers were shown by the survey to be struggling to adapt to a system that leaves them feeling they’ve been cast drift by their employer, left disconnected and unsupported.

Around half (48 per cent) of 18 to 24-year-olds who responded said home and hybrid working makes it harder to build relationships with colleagues and managers. More than two-fifths (43 per cent) feared fewer face-to-face interactions were restricting their personal and professional development. A third said they felt demotivated.

Even for those who attend the office every day, workplace relationships appear to have suffered. Of this group, 39 per cent reported that the shift towards hybrid and remote models of working has made connecting with colleagues more difficult.

Absence

The absence of in-person mentoring and guidance is compounding the problem. Fewer than one in five workers overall (17 per cent) receive constructive feedback two to three times a week. This rises slightly to 19 per cent among 18 to 24-year-olds. Among entry-level staff, only 16 per cent benefit from regular mentoring. While just one in five hybrid or office-based employees have structured weekly check-ins with their line manager.

The impact on mental health is stark. One in six young workers (17 per cent) said their wellbeing has worsened. More than a quarter (28 per cent) felt cut off from their workplace community. That figure rose to 36 per cent among entry-level workers and 32 per cent among those at intermediate level.

When asked what would help younger workers succeed, the overall response was clear. Structured check-ins with managers topped the list (45 per cent), followed by wellbeing and mental health support (42 per cent). Others included clearer career development pathways (40 per cent), in-person mentoring or coaching (35 per cent) and more opportunities for face-to-face collaboration (35 per cent).

Engage better

Hybrid working is IOSH’s preferred work model and I believe businesses must better engage their newest workers, so they can reach their individual potential and help businesses thrive.

Managers need to build in more structured supervision time and regular check-ins with young workers and hybrid workers than only having contact once a month.

They need to make room for daily informal catchups and also set weekly and monthly one-to-one sessions to cover performance, but also address wider issues such as health, safety and wellbeing, as well as mentoring, coaching and career development.

Mental health risk management should be fully integrated into occupational safety systems and management practices need to be updated to reflect the evolving demands of a multigenerational, hybrid workforce.

Health and safety professionals are here to support young workers and to work with employers to help them maximise their talents; this way, they can help develop the present and future potential of their career starters.

A stronger people-focused approach can have a positive impact in tackling high levels of economic inactivity, as well as supporting the health, safety and wellbeing of young people as they enter the world of work.