Persona
Multi-generational and older workers
With five generations working together for the first time in US history, this multi-generational melting pot poses a challenge for employers when it comes to mental health, demanding flexibility and an awareness of how different life experiences and attitudes can shape employees’ work lives and approaches to maintaining their mental health.
In today’s fast-paced corporate environment, understanding the interplay between strategic leadership, organizational culture, and employee mental health and well-being is critical. As part of an ongoing research program, Economist Impact, with support from Lyra Health, aims to help HR leaders gain a deeper understanding of employee mental health and the effectiveness of employer-led mental health programs.
This effort recognizes that the workforce is not a monolith; it comprises diverse individuals leading vastly different lives and interacting with work in different ways. With this understanding, we aim to assess how the mental health of employees from different demographic groups is shaped by their unique workplace experiences. By combining our own insights with input from expert interviewees and a workshop with senior HR professionals, we identify specific challenges and offer practical solutions for HR departments and company leaders in the United States (US) and beyond. This profile highlights the experiences of multi-generational employees.1
We would like to thank the following individuals for generously contributing their time and insights:
Amber Bam Cabral, Inclusion Strategist and Founder, Cabral Co.
Daisy Auger-Dominguez, Chief People Officer and Advisor, Auger-Domínguez Ventures, and Member, Harvard Business Review Advisory Council
Maurice Tuiasosopo Bell, Senior Director of Diversity, Equity, Inclusion, and Belonging (DEIB) & People Analytics, Lattice
Stacy Gardner, Global HR Business Partner, Healthcare, North America, EMD Serono, Inc.
Kirsty Devine, Head, US HR & Global Projects, Financial Times
Ruchika T Malhotra, Author, Founder and CEO, Candour LLC
Marina Vassilev, Vice President, Total Rewards & Performance, North America, Schneider Electric
The findings and views expressed in this report do not necessarily reflect the views of the sponsor. Economist Impact bears sole responsibility for the contents of this report. While every effort has been taken to verify the accuracy of this information, Economist Impact cannot accept any responsibility or liability for reliance by any person on this report or any of the information, opinions, or conclusions set out within.
This research was led by Kati Chilikova. The research team consisted of Luiza Navarro, Divya Sharma Nag, Valentina Vos, and Roshni Saleem Chagan. The report was authored by Paul Tucker, and copy edited by Maria Ronald. Latifat Okara oversaw and directed the research program.
Multi-generational cohorts and older employees
For the first time in US history, five generations are working side by side, with birth years ranging from the interwar period to the early 21st century. This diversity brings a wide range of experiences, behaviors, and expectations, influenced by varying environments, world events, political and economic conditions, and social realities. This multi-generational melting pot poses a challenge for employers when it comes to employee mental health, demanding flexibility and an awareness of how different life experiences and attitudes can shape employees’ work lives and approaches to maintaining their mental health.
The Pew Research Center reports that in 2023, one in five individuals aged 65 and older was actively participating in the labor force, almost double the proportion seen in the late 1980s.2 Yet, older workers are a minority in comparison to the broad span of younger generations working alongside them. In 2024, Gen Z employees (born between 1997-2012) were expected to outnumber Baby boomers (born between 1946-1964), and are expected to constitute 30% of the workforce by 2030.3 Gen Z is the first generation to grow up entirely in the digital age, and is also poised to become the nation’s most highly-educated demographic.4 It is also the most ethnically diverse generation in US history, with racial and ethnic minorities comprising nearly half of their cohort (48%).5
As the current crop of older workers gradually exits the workforce, a significant shift in the balance of power is anticipated, with younger generations poised to dominate the labor market for the foreseeable future.6 The growing presence of Gen Z, particularly in executive positions, is significantly influencing how employers approach talent development, attraction, and retention.7 Therefore, it is crucial for employers to manage the mental health needs and expectations of younger employees, while simultaneously addressing the requirements of older workers.
Shared issues exist alongside unique challenges
In recent years, workplace culture, working arrangements, and the technology that facilitates work have undergone significant changes in the US, especially in the wake of the covid-19 pandemic. There is evidence that these shifts do not always accommodate workers of all generations. For example, while support for, and interest in, remote- and hybrid-working are notable among Gen Z (40%), Millennials (56%), and Gen X (75%) workers, Baby boomers tend to be less inclined to embracing such arrangements.9,10 This may be due to the absence of childcare responsibilities among Baby boomers, as well as a preference for socializing at work. Some older workers may also struggle to adapt to rapidly changing workplace technologies. These technological changes have been linked to increased stress levels and a greater risk of mental health issues among older employees.11,12,13
"I think Gen Z has been very open about navigating mental health complexities, this is the generation that’s seen a lot of school shootings; people are just a lot more sensitive about.”
Amber Bam Cabral
Inclusion Strategist and Founder of Cabral Co.
Overall, the varying attitudes towards remote- and hybrid-working among younger generations and older generations highlight a fundamental truth—that employees of all ages value employers who listen to their specific needs and offer flexibility to make their work lives as smooth as possible. 14
Another commonality that influences the mental well-being of workers across generations is company culture. Younger generations are more likely to be vocal advocates for social issues and seek meaningful work beyond salaries, career advancement, or other material incentives.15 Accordingly, they tend to favor working at companies that align with their personal values, demonstrate strong social responsibility, and promote mental health and well-being.16 “I think Gen Z has been very open about navigating mental health complexities,” says Amber Bam Cabral, an Inclusion Strategist and Founder of Cabral Co., an inclusivity-focused leadership and communications firm. “This is the generation that’s seen a lot of school shootings; people are just a lot more sensitive about ‘Am I okay? And if I’m not, what are we doing about it?’”
40%
of Millennials and Gen Z say that company culture strongly influences their decision to stay with a company
Such ideals are not limited to younger workers, though they may be somewhat more valued by this group. While nearly 40% of Millennials and Gen Z say that company culture strongly influences their decision to stay with a company, a notable 30% of Baby boomers say the same.17 That said, older generations are less likely to “vote with their feet” by leaving a company that does not meet their expectations regarding work or company values.18 This may seem like a more manageable situation for employers, but employees who stay may still face stress or strain that affects their mental health.
Although there are overlaps in the needs of workers across generations, older workers do face unique age-related mental health challenges. These include age discrimination, retirement-related anxiety, and concerns regarding the loss of professional identity.19 In addition, older workers often experience physical changes such as chronic pain, vision and hearing loss, and cognitive decline, which can result in decreased processing speed, memory lapses, and difficulties in learning new skills.20,21,22 These factors can contribute to heightened stress, as well as feelings of frustration and anxiety, which further impact their mental health and overall well-being.23,24
Meanwhile, younger generations entering the workforce are confronted with higher education costs and financial burdens (and lower job security) than those experienced by their older counterparts. This can influence their career expectations, job choices, ability to invest in education, and overall job satisfaction within the workplace.25,26,27 Workshop participants that we convened for this project added that younger generations also require tailored support systems that address the unique challenges posed by social media pressures that older generations did not experience during their formative years.
Solutions must acknowledge the needs of each generation while embracing commonalities
Despite differing needs, there are clear common factors that affect the happiness, health, and well-being of different generational cohorts. Similarly, there is broad consensus on certain solutions that support the mental health of workers across all generations.28 The key common requirement is flexibility. Too often, for example, flexibility is discussed in ways that may not resonate with older workers. Employers should consider flexible work arrangements that may appeal, albeit not exclusively, to older workers such as shortened work-weeks, job-sharing programs, and adaptable schedules to address personal or family responsibilities or accommodate mobility challenges.29
Meanwhile, communication and active listening are important traits for employers seeking to support happiness, health, and well-being among workers of all ages—workshop participants emphasized the importance of incentivizing inclusive leadership and implementing training programs focused on empathetic leadership to equip managers with the skills to effectively engage with employees.30 As such, building awareness of employee assistance programs among both managers and employees is essential for fostering a supportive workplace. This increased understanding not only encourages employees to seek mental health support, but also equips managers with the skills to guide their teams more effectively. Although different generations approach work-life balance in various ways, all agree that manageable workloads are important for maintaining mental health.31 In addition, continuous learning and development programs are essential to keep employees of all ages engaged and productive, as is access to tailored mental health services.32,33
While seeking commonalities is important, generation-specific solutions are also needed to address the unique mental health challenges faced by different age-cohorts. For example, to mitigate the challenges related to ageism and inclusivity faced by older workers, a supportive workplace culture is crucial. Organizations can support employees past the traditional retirement age of 65 by shifting strategies from recruitment to retention.34 In addition, employers must help to address age-related cognitive and physical challenges, for example, by implementing ergonomic workplace adjustments and health screenings.35,36 Additional innovative support measures include menopause accommodations, paid grandparents’ leave, and sabbaticals designed to reward and retain older talent.37,38,39When it comes to supporting younger workers, employers should seek to alleviate concerns regarding job- and financial security, which are especially important to Millennial and Gen Z workers. This makes mentorship programs, training, career progression planning, and tailored company benefits essential. It underscores the importance for employers to creatively adapt their benefits to address the diverse needs of a multi-generational workforce. For example, company benefits that emphasize student loan repayment rather than traditional options like a 401(k) match are especially valued by younger workers.
Job security and compensation are not the only factors important to the well-being of younger workers. The flexibility offered by result-oriented work weeks and hybrid arrangements are also important considerations for Millennial and Gen Z workers, for example. More broadly, social values are especially important to younger workers; companies should commit to strong diversity, equity, and inclusion (DEI), corporate social responsibility (CSR), and environmental, social, and governance (ESG) policies if they want to attract and retain the best young talent.40,41 Workshop participants also highlighted reverse mentoring strategies, which pair early-career employees with senior leaders, as a way to foster mutual learning and networking opportunities, and bridge seniority/age-related gaps. “Instead of just the older person mentoring the younger, there’s opportunity for both sides to grow,” says Ms Cabral. Daisy Auger-Dominguez, Chief People Officer and Advisor, Auger-Domínguez Ventures, and Member, Harvard Business Review Advisory Council, emphasizes that ultimately, “It’s about relationship building [...] it is about asking, ‘When I say this, what does it mean to you?’ And it may mean something completely different to Gen Z than to Gen X”.
"It’s about relationship building [...] it is about asking, ‘When I say this, what does it mean to you?’ And it may mean something completely different to Gen Z than to Gen X.”
Daisy Auger-Dominguez
Chief People Officer and Advisor, Auger-Domínguez Ventures, and Member, Harvard Business Review Advisory Council
Navigating the complexities of a multi-generational workforce requires employers to adopt a holistic approach that simultaneously addresses the unique needs and shared values of all employees. This will foster an inclusive environment that promotes mental health and employee well-being, and ultimately drive organizational success.
References
1. Similar to the general workforce, this group of employees is diverse and includes individuals with a broad range of identities and experiences. Consequently, the information presented may not apply to everyone who identifies with this group.
2. Fry R, Braga D. The growth of the older workforce.[Internet]. Washington [DC]: Pew Research Center;[last updated 14 April 2024]. Available from: https://www.pewresearch.org/social-trends/2023/12/14/the-growth-of-the-older-workforce/.
3. Berger C. Gen Z is set to surpass boomers in the workforce next year, and it will create a big cultural shift.[Internet]. New York [NY]: Fortune Media IP Limited;[last updated 16 November 2023]. Available from: https://fortune.com/2023/11/16/gen-z-will-surpass-boomers-in-workforce-2024-glassdoor/.
4. Bialik, K, Fry R. Millennial life: how young adulthood today compares with prior generations.[Internet]. Washington [DC]: Pew Research Center;[last updated 14 February 2019]. Available from: https://www.pewresearch.org/social-trends/2019/02/14/millennial-life-how-young-adulthood-today-compares-with-prior-generations-2/.
5. Ibid.
6. Ciuksza A Jr. Your complete guide to navigating generational differences in the workplace.[Internet]. Pittsburg [PA]: Solutions 21;[last updated 31 May 2023]. Available from: https://solutions21.com/generational-differences-in-the-workplace/.
7. Ibid.
8. Peck E. Zoomers will overtake boomers at work next year.[Internet]. Arlington [VA]: Axios;[last updated 22 November 2023]. Available from: https://www.axios.com/2023/11/22/gen-z-boomers-work-census-data.
9. Press. FlexJobs releases 2024 remote work stats & trends report.[Internet]. Portland [OR]: Staffing Hub;[last updated 19 December 2023]. Available from: https://staffinghub.com/press-releases/flexjobs-releases-2024-remote-work-stats-trends-report/.
10. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
11. Ibid.
12. Nedeljko M, Gu Y, Bostan CM. The dual impact of technological tools on health and technostress among older workers: an integrative literature review. Cogn Tech Work. 2023;26(1):47-61.
13. Mollman S. Return-to-office mandates go over better with Gen Zers and boomers than with millennials. Here’s why. New York [NY]: Fortune Media IP Limited;[last updated 26 November 2023]. Available from: https://fortune.com/2023/11/26/millennials-gen-z-boomers-return-to-office-work-from-home-remote-work/.
14. Cvenkel N. Multigenerational workforce and well-being in the twenty-first-century workplace. In: Well-being in the workplace: governance and sustainability insights to promote workplace health. Approaches to global sustainability, markets, and governance. Singapore: Springer; 2020. pp.191-224. Available from: https://doi.org/10.1007/978-981-15-3619-9_9.
15. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
16. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
17. Kelly J. Can 5 generations coexist in the workplace?.[Internet]. Jersey City [NJ]: Forbes;[last updated 8 March 2023]. Available from: https://www.forbes.com/sites/jackkelly/2023/03/01/can-five-generations-coexist-in-the-workplace/.
18. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
19. Ibid.
20. Karoly LA, Kumar KB. Evolving 21st-century workplace and the American workforce: trends and policy responses.[Internet]. Santa Monica [CA]: RAND;[last updated 23 August 2016]. Available from: https://www.rand.org/pubs/commentary/2016/08/evolving-21st-century-workplace-and-the-american-workforce.html.
21. Murthy VH. Healthy aging and well-being at work: opportunities for action.[Internet]. Washington [DC]: AARP International;[last updated 31 August 2023]. Available from: https://www.aarpinternational.org/the-journal/current-edition/journal-articles-blog/2023/08/atj2023-murthy.
22. Staglin G. The decade of healthy aging cannot ignore mental health of older workers.[Internet]. Jersey City [NJ]: Forbes;[last updated 4 August 2022]. Available from: https://www.forbes.com/sites/onemind/2022/08/04/the-decade-of-healthy-aging-cannot-ignore-mental-health-of-older-workers/?sh=1a9f4a726b87.
23. Aggarwal NT, Wilson RS, Beck TL, Rajan KB, Mendes de Leon CF, Evans DA, Everson-Rose SA. Perceived stress and change in cognitive function among adults 65 years and older. Psychosom Med. 2014;76(1):80-5.
24. Stuen C, Campbell K. Older adults with age-related sensory loss. In: Kaplan DB, Berkman B, editors. The Oxford handbook of social work in health and aging. 2nd ed. Oxford: Oxford University Press; 2016. pp. 301-309.
25. Cvenkel N. Multigenerational workforce and well-being in the twenty-first-century workplace. In: Well-being in the workplace: governance and sustainability insights to promote workplace health. Approaches to global sustainability, markets, and governance. Singapore: Springer; 2020. pp.191-224. Available from: https://doi.org/10.1007/978-981-15-3619-9_9.
26. Bialik, K, Fry R. Millennial life: how young adulthood today compares with prior generations.[Internet]. Washington [DC]: Pew Research Center;[last updated 14 February 2019]. Available from: https://www.pewresearch.org/social-trends/2019/02/14/millennial-life-how-young-adulthood-today-compares-with-prior-generations-2/.
27. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
28.Cvenkel N. Multigenerational workforce and well-being in the twenty-first-century workplace. In: Well-being in the workplace: governance and sustainability insights to promote workplace health. Approaches to global sustainability, markets, and governance. Singapore: Springer; 2020. pp.191-224. Available from: https://doi.org/10.1007/978-981-15-3619-9_9.
29. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
30. Cvenkel N. Multigenerational workforce and well-being in the twenty-first-century workplace. In: Well-being in the workplace: governance and sustainability insights to promote workplace health. Approaches to global sustainability, markets, and governance. Singapore: Springer; 2020. pp.191-224. Available from: https://doi.org/10.1007/978-981-15-3619-9_9.
31. Ibid.
32. Murthy VH. Healthy aging and well-being at work: opportunities for action.[Internet]. Washington [DC]: AARP International;[last updated 31 August 2023]. Available from: https://www.aarpinternational.org/the-journal/current-edition/journal-articles-blog/2023/08/atj2023-murthy.
33. Staglin G. The decade of healthy aging cannot ignore mental health of older workers.[Internet]. Jersey City [NJ]: Forbes;[last updated 4 August 2022]. Available from: https://www.forbes.com/sites/onemind/2022/08/04/the-decade-of-healthy-aging-cannot-ignore-mental-health-of-older-workers/?sh=1a9f4a726b87.
34. Hennelly DS, Schurman B. Bridging generational divides in your workplace.[internet]. Brighton [MA]: Harvard Business School Publishing;[last updated 5 January 2023]. Available from: https://hbr.org/2023/01/bridging-generational-divides-in-your-workplace.
35. Karoly LA, Kumar KB. Evolving 21st-century workplace and the American workforce: trends and policy responses.[Internet]. Santa Monica [CA]: RAND;[last updated 23 August 2016]. Available from: https://www.rand.org/pubs/commentary/2016/08/evolving-21st-century-workplace-and-the-american-workforce.html.
36. Murthy VH. Healthy aging and well-being at work: opportunities for action.[Internet]. Washington [DC]: AARP International;[last updated 31 August 2023]. Available from: https://www.aarpinternational.org/the-journal/current-edition/journal-articles-blog/2023/08/atj2023-murthy.
37. Ibid.
38. Staglin G. The decade of healthy aging cannot ignore mental health of older workers.[Internet]. Jersey City [NJ]: Forbes;[last updated 4 August 2022]. Available from: https://www.forbes.com/sites/onemind/2022/08/04/the-decade-of-healthy-aging-cannot-ignore-mental-health-of-older-workers/?sh=1a9f4a726b87.
39. Hennelly DS, Schurman B. Bridging generational divides in your workplace.[internet]. Brighton [MA]: Harvard Business School Publishing;[last updated 5 January 2023]. Available from: https://hbr.org/2023/01/bridging-generational-divides-in-your-workplace.
40. EWF International. Navigating the generational difference in the workplace.[Internet]. Dallas [TX]: EWF International;[last updated 25 April 2023]. Available from: https://ewfinternational.com/navigating-generational-difference-workplace/.
41. Ciuksza A Jr. Your complete guide to navigating generational differences in the workplace.[Internet]. Pittsburg [PA]: Solutions 21;[last updated 31 May 2023]. Available from: https://solutions21.com/generational-differences-in-the-workplace/.