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A new MetLife Mature Market Institute study, conducted in partnership with Boston Colleges Sloan Center on Aging & Work, indicates that the economic downturn has had a greater psychological effect on younger workers than it has on workers of the Baby Boomer and Traditionalist generations. The results of the study are summarized in the report, Engaging the 21st Century Multi-Generational Workforce.

The aim of the study was primarily to determine if age differences were a factor in the area of employee engagement. The study found this to be true. It is clear that different groups of workers are affected by diverse factors. While the report is an excellent resource for ideas to engage the different generations, it is also intriguing to learn how employees of different age levels are withstanding the economic unrest.

A drop in engagement was reported with employees from both Generation Y (age 26 and younger) and Generation X (age 27 to 42), while those over 43 remained more stable. This paradox is most likely attributed to the fact that the younger employees have never been through similar circumstances, while the older workers have. Through their past experiences, Boomers and Traditionalists have discovered that tough times will get better. This knowledge has allowed them, as a group, to become more flexible than the younger generation.

These same findings were echoed in a recent Business Week article about the younger generations reaction to our recession. The Age of Anxiety piece pointed out that the younger generations first experience in the workforce could not have come at a worse time, and that the career decisions they make will have financial impact to them for many years to come.

Both the MetLife study and the Business Week article indicate that managers need to do more to help younger workers cope with the anxiety of living and working in a recession.

With all the other demands on your time, it may seem that to handhold younger workers is the least of your concerns. To the contrary, my experiences and those of Harvard professor Bob Sutton have shown that when workers become overwhelmed by stress, overall productivity in the work place will decline.

Older managers should try to find time to discuss with younger workers how they are feeling about the economic slump and suggest strategies for braving the storm. Sharing personal stories from prior recessions and tips to pull through the stressful times in a positive manner will go a long way in improving younger employees work ethic, and ultimately the teams results.

A vice president from a defense company that I have had the pleasure to work with has instigated a town hall meeting setting within her company with the purpose of encouraging more experienced team members to connect with newer employees. The more experienced employees were asked to share their tips and techniques for dealing with unrest, fear and stress and increased work loads. There was an immediate improvement in the rooms energy, and older and newer employees alike felt a relief and renewed energy that had previously been missing.

A good leader knows that stress and anxiety demands immediate and highly effective communications with the workforce. Dedicating a little extra effort on younger employees and helping them to overcome the stress they are experiencing is an investment that will pay off many times.

Wendy Mack is a professional advisor, trainer, and writer who specializes in leading and communicating change. Get a copy of her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.