When we talk about employee turnover, the usual suspects come up—burnout, bad managers, better pay elsewhere. But there’s another, quieter killer that no one talks about: boredom.
For years, employee engagement has been HR’s holy grail—a measure that, if maximized, promises higher productivity, lower turnover, and happier employees. Billions have been spent on surveys, tools, and initiatives designed to “boost engagement.” And yet, engagement scores have barely budged.We’ve been chasing the wrong thing.Engagement, as it’s commonly understood today, is over-focused on the individual. We ask: How can we make employees feel more engaged? But real engagement isn’t about individual enthusiasm—it’s about alignment.
Imagine this: It’s 12:00 PM on a typical workday, and instead of heading out for a sandwich, a Gen Z employee stays glued to their screen. Productivity? Maybe. Burnout? Definitely. And yet, their Boomer manager sees this as… laziness?The recent article from Fortune highlights the generational friction over workplace habits like skipping lunch breaks, and the conversation reveals something deeper: a disconnect between traditional norms and the evolving reality of work today.
The Context of ‘Late’Is Gen Z showing up late because they don’t care? Or is it because they’re challenging outdated norms? The 9-to-5 structure was built for factories, not modern knowledge work. Punching a clock made sense when your value was tied to time on the assembly line. But in today’s world, where output and creativity matter more than hours worked, does being on time still define professionalism?Here’s the truth: Gen Z isn’t lazy—they’re pragmatic. They’re questioning why things are done a certain way and pushing for systems that value outcomes over optics. Being “late” might actually be a call to rethink rigid workplace norms.
Employee growth plans are essential for driving both individual and organizational success. They ensure employees remain engaged and motivated.When equipped with a clear trajectory, employees can visualize their career progression. This foresight not only boosts morale but also curtails turnover rates.Employee growth plans enable personalized development strategies, addressing unique skills and aspirations. This targeted approach cultivates a robust and agile workforce, ready to tackle evolving industry challenges.Committing to employee growth also sends a strong signal about the organization's investment in its people. It emphasizes a culture of mutual growth, where both employees and the company flourish in a symbiotic relationship, ultimately leading to sustained innovation and competitive advantage.
