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Managing Middlescence
Robert Morison1, Tamara Erickson, Ken Dychtwald
1Concours Group, Kingwood, Texas, USA. rfmorison@concoursgroup.com
Harvard Business Review
|March 7, 2006
Summary
Midcareer employees (ages 35-55) are experiencing burnout and job dissatisfaction, a phenomenon called middlescence. Companies must address this to retain valuable talent and foster renewal.
Area of Science:
- Organizational Psychology
- Human Resources Management
Background:
- Midcareer employees (ages 35-55) constitute a significant portion of the workforce, often demonstrating loyalty and commitment.
- This demographic faces challenges such as burnout, job dissatisfaction, and career stagnation, a phase termed 'middlescence'.
Purpose of the Study:
- To investigate the prevalence and impact of middlescence on midcareer employees.
- To explore organizational preparedness and strategies for managing middlescence to enhance employee engagement and retention.
Main Methods:
- Survey of 7700 workers to assess job satisfaction, energy levels, and career outlook.
- Analysis of employee sentiments regarding burnout, dead-end jobs, and intentions to seek new employment.
Main Results:
- Only 33% of surveyed workers feel energized; 36% perceive their jobs as dead-ends.
- One in three midcareer employees is dissatisfied, and one in five is actively seeking new employment.
- Companies are largely unprepared to manage the pervasive issue of middlescence.
Conclusions:
- Middlescence presents a critical challenge for organizations, risking the loss of valuable employees or retention of disengaged staff.
- Organizations should proactively engage midcareer employees by offering opportunities for renewal, such as training, new assignments, mentoring, or career pathing.
- Addressing middlescence can help companies harness the potential of restless employees, converting their dissatisfaction into renewed energy and commitment.
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