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Why mental health generational differences matter

Today's workplace comprises five generations with distinct mental health support expectations and preferences.

13 Mar 2024

By Catherine Ngo Senior Editor and Content Writer, My Business

Older employees from the Silent Generation, Baby Boomers, and Generation X generally had fewer mental health support demands when they started working. Millennials are inclined to be more vocal about their mental health needs, while Generation Z, on the other hand, lacks experience in seeking mental health-related assistance.

Over a third of young workers consider themselves unproductive, possibly due to increased absenteeism. However, researchers suggest that the root cause of this low productivity may be a communication breakdown between young workers and their older managers.

To address mental health challenges in the workplace, all stakeholders must collaborate and develop effective communication strategies.

How HR can support a multigenerational workplace

While stress is prevalent among workers, the specific sources and support required to alleviate it can differ based on age and work experience. For instance, as Gen Z enters the workforce, their inexperience can make responding appropriately to adverse events challenging. They may perceive minor setbacks as catastrophic, while older employees, having weathered similar situations, can recognise them as part of the normal business cycle.

Recognising the need to support employee mental health is not enough; it must translate into concrete actions. A recent study indicates that while Gen Z is more aware of mental health issues, they are less likely to raise concerns with their managers compared to Millennials. This reluctance stems from their shorter tenure in the workforce and uncertainty about navigating potentially sensitive conversations across generations.

Here are four main ways HR can support

Co-design the mental health approach

Make sure preferences from different generations are heard. Having your 59-year-old CFO decide what mental health benefits meet the needs of all your employees isn't an inclusive process.

When selecting mental health benefits, organisations should listen to all employee generations via surveys or focus groups.

Lead by example

Leaders and managers should embody genuine vulnerability. This could involve admitting, "This week was incredibly challenging for me," or listening empathetically to what others are saying.

The conventional 'command-and-control' leadership approach is ineffective for younger generations. Leaders must model humility, empathy, and vulnerability. Humility involves acknowledging that we can learn valuable lessons from everyone, including the recently hired Gen Z employee.

Empathy allows us to comprehend the experiences of others. Vulnerability is the most appealing quality a leader can possess. It can be as simple as proposing an idea and then humbly inquiring, "What do you think?"

We are all in this together

Rather than adopting an "us versus them" mindset when discussing generations and workplace mental health, we should foster a sense of collective belonging that recognises and respects the strengths of each generation.

Mid-career employees, known for their openness to sharing personal experiences with mental health, can serve as coaches and mentors for older generations who may have reservations. Conversely, more experienced employees can guide younger generations, helping them navigate the complexities of workplace dynamics.

Training for inclusive conversations is critical in fostering a diverse and inclusive workplace. Organisations can create a more respectful and understanding work environment by equipping managers with the skills and knowledge to have multigenerational conversations. This involves understanding different generations' unique characteristics and values, creating a safe environment where employees feel comfortable sharing their thoughts and experiences, and developing effective communication skills.

Training for inclusive conversations should also address unconscious bias, which can impact conversations across generations. Organisations can mitigate their impact in the workplace by helping managers identify and challenge their own unconscious biases. Practice and feedback opportunities and prioritising inclusive conversation training are essential for ensuring managers can effectively communicate with employees from different generations.

Consider different support channels

Comfort with technology is another big difference across generations. Younger generations may be comfortable getting mental health support via text messages or apps. Older generations might be less comfortable texting their emotions, fears and mental health concerns to a stranger and would prefer face-to-face interaction.

With this in mind, employers should consider multiple communication channels to communicate the impact of mental health on engagement and physical health.

Time after time, research has linked poor mental health to diminished employee engagement and physical health, such as heart disease, gastrointestinal issues, and shortened lifespans. People's productivity and engagement suffer, too, which negatively impacts the organisation.

It's imperative to ensure that all generations in the workplace know the mental health resources available to them. Make sure employees understand how they can access support. Most employers offer confidential Employee Assistance Programs (EAPs) that provide various services, including counselling, elder care assistance, child care assistance, financial counselling, and more.