According to a study by the company Slik, the majority of unmotivated employees are in the 36 to 47 age bracket, which specializes in measuring employee satisfaction in the work environment.
The reason why there are so many demotivated employees in this age group is due, according to the company, to the “mid-career crisis.” At this stage, many employees have second thoughts about aspects of both their work and personal lives: goals that become unattainable, mistakes made, projects that are successively completed and replaced…
These feelings or existential crises also have repercussions on day-to-day work and indicators of personal development, work climate, change management, recognition, and communication among employees. Thus, unmotivated employees are concentrated between the ages of 36 and 47 and show greater dissatisfaction than in other age groups, which gives rise to the so-called “U-shaped curve.” While this curve begins in youth and bottoms out in the mid-40s, it recovers as we get older.
In the words of the study, “the pattern is clearly shown in indicators such as the perception of satisfaction with development (opportunities to learn new skills), impact on the climate (perception of a collaborative, equitable and pleasant environment), change management (feeling of knowledge to generate change), recognition of their achievements or the information provided through different channels. For many, this signals that they need to change what they are doing or change the way they are doing it.
How to deal with demotivated employees?
Unmotivated employees also come at a high cost to their companies. According to Factorial, a human resources consulting firm can generate an extra cost of 3,400 euros per 10,000 salary. In this context, trying to prevent the problem and taking measures in time is almost essential.
To mitigate the effects that unmotivated employees can have on the company’s organizational culture, Slik proposes that “an early diagnosis and continuous monitoring of employees would allow organizations to offer projects that can be exciting and motivating for the employee.”
There are, however, valid solutions to compensate the most unpleasant part of unmotivated employees. One of Factorial’s proposals is to offer employees benefits and flexible compensation plans, also known as ‘salary in kind.’ It consists of compensation other than money, previously agreed between the employee and the company, allowing employees to benefit from certain services that are not included in the base salary.
The study talks about the five types of products that Factorial contemplates within the flexible remuneration plans: medical insurance, meal vouchers, childcare vouchers, transport vouchers, and pension plans. Apart from those mentioned above, some companies add other measures, such as the temporary assignment of a house, a company car or the use of parking.
Factorial assures that this type of retribution makes employees feel more valued and motivated, reducing absenteeism and staff turnover in the company. “In fact, studies confirm that tangible benefits optimize employee productivity by 38.6% compared to a monetary increase, which would only mean a 1.4% improvement in performance,” the study says.