Well-being is not yoga at work: an interview with Barbara Drabczyk about mental health, generations and the labor market.

Wiktoria Ozimek, editor-in-chief of Jobs Door: I am very glad that we can see each other and talk. Today's topics of our conversation revolve around mental health, well-being, a healthy work environment and well-being—everything you do on a daily basis.

What was your first career idea? I know you studied psychology at SWPS, but from what I saw on your Instagram, your career path wasn't always obvious. When planning your future, you considered completely different directions, didn't you?

Barbara Drabczyk, Workplace Mental Health Coach and Career Advisor for Young Workers: Yeah, exactly. I am currently in graduate school, although I am a little older than my academic year would indicate.

Work experience:

💬 The longer I looked at how workplaces work, the more I noticed that some of the expectations of young people do not quite coincide with the current realities in companies.

Jobs Door: How did it happen that your studies and professional beginnings led you to your current career path? After all, you deal with several areas — on the one hand wind energy and the psychological well-being of employees, and on the other hand the subject of generation Z, intergenerational communication and taking care of the mental health of young people, especially in the context of the labor market.

Barbara: When it came to my career path, psychology was not my first choice. At first I studied journalism, but after a year I realized that this is not my fairy tale at all. Career prospects in this industry did not seem promising to me either. I chose this course mainly because I did not have to pass additional high school exams — it was just comfortable for me.

After quitting journalism, I saw that one of my close people had started studying psychology. In high school, I was always interested in public speaking, rhetoric and training, so I thought psychology could help me with that. I chose SWPS because it was a private university, and at that time (due to the pandemic and changes in the education system) the recruitment process at public universities was difficult.

In college, psychology immediately “clicked” on me and I felt that this was it. However, since these were paid studies, I had to earn my tuition on my own. I worked in a variety of places — from catering to a Christmas tree plantation in Denmark. These were very physically and mentally demanding jobs in which I had the opportunity to see different working conditions.

Then I went to a wind farm in Denmark. It was a specific environment — difficult conditions, complicated interpersonal relationships, and at the same time many young people who struggled with both professional and psychological challenges. Their welfare needs often stood at odds with the realities of working in this industry. I decided to do something about it — to combine my interests in psychology with real support from employees and develop my career at the intersection of psychology and wind energy.

Jobs Door: Is that why you directed your communication, especially on social media, mainly to young people? Was there a specific event that prompted you to make this decision?

Barbara: In fact, it was my personal experience that led me to engage in communication and information about Generation Z. I myself belong to this generation, so I know what challenges other young people may face because I have been through it myself. In addition, I began to actively work in a larger, more corporate world, and then various other orders appeared.

My career is very non-linear, based mostly on assignments and not tied to a traditional position. Most of the time, I work in different companies and professional environments, which allows me to observe the market from different perspectives. The longer I looked at how workplaces work, the more I noticed that some of the expectations of young people do not quite coincide with the realities of the companies so far. At the same time, many of these postulates were close to me — I myself would like to work in the way that Generation Z dictates.

I decided to connect it somehow. I thought maybe we could find a common denominator between the expectations of the older and younger generations. In fact, you can, you just have to think about it a little bit.

Well-being and generational differences at work:

We all want to work in a healthy and respectful environment, receive a decent salary and have a sense of stability.

Jobs Door: This is interesting because there is often talk of intergenerational conflict. How do you think Gen Z sees things like well-being or mental health? What differences do you see, and what similarities do you see between generations? I would not want to antagonize these two groups at once, which, I have the impression, happens often, but I am interested in how it looks in your eyes.

Barbara: Contrary to appearances, the needs of employees of different generations are very similar — we all want to work in a healthy and respectful environment, receive a decent salary and have a sense of stability. However, the media and general public discourse often exacerbate these differences, sometimes even demonizing both older and younger generations.

The difference, however, lies in the way these needs are communicated. Gen Z talks about their expectations more directly and openly, often on social media. Older generations expressed their discontent rather behind the scenes, between colleagues. Now young people have the opportunity to publicize problems in public, which is perceived as a claim.

Jobs Door: Do you see that companies are actually adapting to these changes?

Barbara: I'll say perverse — I have a job, so it's a sign that the market is actually responding. If this were not the case, I would not have the recipients of my services.

Above all, however, I think that the labour market is in a sense forced to accept new demands, because young people are increasingly enforcing their expectations. If the company does not provide even basic respect and dignified treatment, mass departures of employees are increasingly common. It seems to me that the market has had to react intensively to this for two or three years, especially since many of the difficulties arise precisely in the area of mental health.

Jobs Door: And are companies actually implementing effective well-beeing practices, or is it more of a marketing ploy?

Barbara: It depends. Often companies focus on superficial initiatives, such as organizing yoga sessions or mindfulness, but real care for the well-being of employees requires deeper changes - at the level of organizational culture and company structure.

Intergenerational communication at work:

Conflict is needed for change and growth — it is what drives evolution in companies. And yet, many people are afraid to communicate their needs clearly and assertively, especially in relationships with employers or colleagues.

Jobs Door: So the change should take place both on the side of companies and employees? What changes do you propose to train companies and employees?

Barbara: Exactly. Young people should learn a healthy approach to conflict — understanding that it is part of change and does not always have to lead to escalation. I often observe that Generation Z avoids confrontation, which leads to the phenomenon of quiet quitting, that is, quitting work without first trying to solve the problem.

For example, we work on communication — but not in a general sense, but through specific tools, such as mediation in the NVC (Nonviolent Communication) communication model. In practice, this means learning to communicate your needs in a way free of aggression, which turns out to be not easy, because in fact, if someone knows this tool, they know that it is like learning a new language. Some messages are better avoided, others need to be formulated in a certain way, and not everyone wants to adapt to it. However, in intergenerational work, the use of psychological tools is crucial.

If we talk about Gen Z, most often we teach a change of perspective, the use of motivational tools and assertive setting of boundaries — without assertive tone, aggression or other negative emotions, but also without avoiding expressing them.

Jobs Door: So it's about teaching our generation to react to different situations as well? To understand that change does not happen unilaterally — just as the labor market adapts to Gen Z, we need to understand what kind of market we are dealing with?

Barbara: Exactly so. And here I would like to emphasize that in my work very often I see a problem with the acceptance of healthy conflict among young people. Conflict is needed for change and growth — it is what drives evolution in companies. And yet, many people are afraid to communicate their needs clearly and assertively, especially in relationships with employers or colleagues. As a result, there is a phenomenon quiet leaving — that is, we suppress frustration in ourselves, we do not talk about problems, instead tension builds up in us, which eventually leads to leaving work. Of course, this is a simplistic picture — there are often very complex, individual stories behind such decisions. However, it is worth remembering that avoiding conflict does not always mean resolving it.

Young people in the labour market:

Recruitment ghosting is a phenomenon that became downright the norm a few years ago. Young people apply for up to a hundred different offers, and they get answers maybe forty, fifty - at best.

Jobs Door: And as for the experience of young people in building a career - do you have any observations, recurring problems with which they turn to you? Do you see a trend characteristic of this generation in dealing with the labor market?

Barbara: Here I can refer to meetings that I organize online, that is, to career counseling sessions. Most often, students who are on the verge of entering the labor market come to me — they are the majority of my clients. And very often they are just extremely exhausted.

This is especially interesting, because the problem is not only the labor market itself, but the fact that many of them have to reconcile studies and work at the same time. And studies — especially full-time — can be very demanding.

Jobs Door: And do young people also face problems even at the stage of looking for jobs? I ask because we have noticed that non-transparency and lack of transparency in advertisements is a big problem. In our recruitment service we want to improve this, because often the offers do not clearly specify the position, do not contain salary ranges, and therefore people entering the labor market do not even know how to search effectively.

Barbara: Exactly. Many advertisements are poorly written and uncommunicative. I do not count how many times I have seen offers where the actual scope of duties did not match what was described in them.

The second thing is that my clients most often encounter a complete lack of response to their requests. Recruitment ghosting is a phenomenon that became downright the norm a few years ago. Young people apply for up to a hundred different offers, and they get answers maybe forty, fifty - at best. And it's not that they send few applications, on the contrary - they are often mass requests that go unanswered.

Another problem is the lack of junior positions. Each offer requires two, three years of experience, and what is a student after an internship who has barely a year or half a year of internships behind him to do? If even the initial positions expect several years of experience, then where are these young people supposed to get it?

The labour market is very demanding at the moment — not only for the young, but also for the older generations.

Mental health and well-being of young people:

When it comes to taking care of your own well-being, working on your emotions is key.

Jobs Door: Since we return to the topic of mental health and well-being... It is increasingly being talked about in the context of occupational safety, which is no longer just about physical health, but also about mental health. Do you think that employees can help themselves, regardless of what actions the company takes? I don't mean to shift all the responsibility onto them — they are often offered yoga or mindfulness solutions, but are there other effective methods of dealing with difficult situations at work that are inevitable?

Barbara: I have one piece of advice for younger generations — stemming not only from what young people tell me, but also from my own experience: it's worth limiting social media.

Even though I work in this industry myself and share my views online, I believe that the amount of information we absorb — especially from TikTok or Instagram Reels — can put us in a state of anxiety. And this certainly does not favor a positive outlook, also in the context of work. We are literally flooded with negative news: about the geopolitical situation, the ecological situation, the labor market, finances, diseases... If someone tends to be neurotic, his feed becomes a reflection of this. Therefore, I strongly recommend young people to limit the time they spend on social media — because it really affects the perception of their whole life, not just the digital one.

And the older generations? First of all, it is worth becoming more familiar with psychology and psychological tools in communication — that's for sure. When it comes to taking care of your own well-being, working on your emotions is key. This is where older generations have the biggest problem — they often push their emotions away and lack inner insight, reflection on what they are going through.

Our generation often finds an outlet for their emotions and political views on social media there is an outlet for those emotions. A good example is Reddit, which celebrates triumphs, or Twitter, where more and more users engage in different threads.

However, it is worth remembering that sometimes it is better to say something directly, face to face. Of course, in a non-aggressive and non-invasive way — so as to clearly communicate your thoughts and expectations, instead of just throwing them into the space of the Internet.

The role of education:

Conscious employees not only mean better efficiency, but also healthier, less toxic workplaces.

Jobs Door: In general, in this conversation we have already hooked on the topic of education, but it is worth returning to this topic for a moment. Do you still work at Cloud High School, right?

Barbara: Yeah, all the time.

Jobs Door: How do you see the role of education in shaping future employees? Do you think that awareness about mental health and well-being should be built from the early stages of life?

Barbara: Definitely yes. The sooner young people are given the tools to understand themselves, their emotions and their needs, the better they will do in adult life — both in education and at work. Conscious employees not only mean better efficiency, but also healthier, less toxic workplaces. Education in this regard is key.

Jobs Door: From a sociological perspective, I would say that psychological and social awareness can also help in associating and forming groups that have a real impact on the labor market. Some young people will not only be employees, but will also start their own companies or organizations, and their management can shape new standards in terms of values, leadership and working conditions.

Barbara: Exactly. That's why I teach young people to be proactive — so that despite difficulties and challenges, they don't let negative emotions overwhelm them. The world does not make it easy for us, but a little more involvement can bring real benefits. There may be no guarantee of success, but it's definitely worth a try.

Summary:

When I feel like I need a reset, I try to clear my calendar and spend time with loved ones.

Jobs Door: Concluding our conversation — how do you manage to connect all these professional threads?

Barbara: Very often this is done at the expense of various things. Work-life balance? For me, this concept does not always exist. But that doesn't mean I'm not happy — quite the opposite. I love what I do, and I think my decisions were right. It's just that when I'm heavily involved in work, other aspects of life fall into the background — like my social media activity or college.

Jobs Door: I understand, but you still seem to get satisfaction from it.

Barbara: Definitely. Some people laugh that lately the only thing I talk about is work, but is it really a bad thing? If this is my passion and gives me joy, why should I limit myself? In addition, it allows me to avoid mental stagnation and not delve into the negative narratives with which we are surrounded.

Jobs Door: Do you ever feel burned out? If so, do you have any ways to do it?

Barbara: Of course, yes, I am only human. My method is primarily rest. When I feel like I need a reset, I try to clear my calendar and spend time with loved ones. I don't have any magical ways — I just try to do what I enjoy and not fall into negative patterns.

Jobs Door: This is interesting, because sometimes even within the framework of well-being I see a tendency to over-plan rest — as if it were necessary to organize it perfectly. Relaxation should be something spontaneous.

Barbara: Exactly! And honestly, when I'm resting, it doesn't look “pretty” at all. I can get up in the morning and for three days just “rot” on the couch, not leaving the house, not doing anything meaningful. I don't have the need to “catch the day”, I'm just resetting myself.

Jobs Door: I like this approach because it is so counterproductive, in the sense that it allows you to cut yourself off from the pressure of being effective all the time.

Barbara: Yeah, that's something I've learned over time. I used to feel remorse for “wasting my time”, but I got rid of that inner critic because it simply bothered me.

Jobs Door: I wonder if this need for rest is somehow related to the generation. I think that compared to our parents, we are much more reincarnated.

Barbara: It's true. Our parents' generation had fewer stimuli for processing—less media, less information for selection. Today we are flooded every day with news about politics, economics, climate, crises. It's hard not to feel overwhelmed.

Jobs Door: And how do you think generational differences affect the approach to work?

Barbara: My parents and their friends have been working in one place for 25 or 30 years. I myself have already had about 25-30 different orders. How do I explain to them that my work, although it looks different, is also a job?

Jobs Door: I also know people for whom the frequent change of work is something completely normal, and for their parents it is even a drama.

Barbara: Yes, but this is the reality of the modern labor market. Today, it is even recommended to change jobs every two years, because this is the only way to really increase the salary.

Jobs Door: Thank you for such exhaustive answers. I think we covered the topic fully. I'm especially happy that we touched on generational issues — it was really interesting.

Barbara: Thank you for the invitation! I'm so glad you thought of me as the right person for this interview.

From us for you:

IN Jobs Door we make sure that recruitment is fair, effective and responds to the real needs of both employers and candidates. We question the standard approach to job advertisements, that's why we propose visibility of offers in weekly time blocks. We believe that recruitment should reflect the real demand for employees — if a company really needs an employee for a specific task, it should act dynamically and candidates should receive a clear answer as soon as possible.

We also undermine unbalanced expectations of companies towards candidates. We believe that the organization should not only require, but above all teach new employees the processes and Use their current knowledge and skills — also those acquired during studies, courses or internships.

Another problem that we want to face is unavailability of jobs for full-time students. Too often it happens that young people apply for positions, go through complicated recruitment processes, only to hear in the end that the job requires full-time. In extreme cases, companies even suggest that they give up their studies in favor of full-time work.

Moreover, paradoxically day students, for lack of choice, find a way to circumvent this system — during the holidays or semester breaks, they declare their readiness for full-time work, and after a few weeks they leave, which harms both them and their employers.

At Jobs Door, we believe that the job market should be more flexible, transparent and tailored to the real possibilities and expectations of all parties. We strive for changes that will make the recruitment process fairer and more efficient.