The majority of organisations make visible efforts to support mental health in employees. According to research, 96% of UK firms now provide mental health services for their employees. Under the progress is a silent oversight that could alienate a large segment of the workforce.
Gen Z is often cited as being the most stressed out demographic at work, with 91% reporting stress compared to only 84% for all employees. This high level of stress is completely understandable. Years of economic uncertainty, disruption in society, and instability has created a difficult environment for young people to manage work and life.
The data does not always reflect the full reality. Even though older employees might not be as vocal about stress and other mental health issues, that doesn’t mean they don’t exist. Employers often overlook the silent struggles of many employees.
As a mental-health trainer, I have seen how this group of people can be left out in the cold when it comes to wellbeing strategies. It’s not through malice but because of stereotypes and unhelpful assumptions that this group is more resilient, can handle pressure, and will be unwilling to participate in any initiatives. Reality is often quite different.
Why older workers suffer in silence
Mental health does not discriminate based on age, but the way we respond to it can. Mental health wasn’t discussed or understood by employees in their 50s and beyond. These generations have been raised to be stoic and to ‘just get it done’. Many of them were taught how important it is to ignore negative emotions such as anxiety and stress, out of fear that they will be judged.
It can also cause people to be less likely to recognize the symptoms and signs that they are experiencing. They may not seek help or speak out even when they are struggling. A senior manager that I recently spoke to put it bluntly. “If I had admitted I was struggling I feared the beginning of the ending of my career .”
This presents a unique challenge for HR leaders and managers: How do you support someone that may not realise they need help – or actively resists?
Hidden stressors in midlife and beyond
Employers must acknowledge that each employee’s mental health experience is unique. To understand the mental needs of this group, we need to look beyond the workplace. Stressors can be found in both personal and professional lives for many people.
Employees over 50 may have to support their parents who are aging, and still parent their own children, or even grandkids. Concerns about finances are very common, especially with the rising cost of living and concerns over retirement. Both physical and mental health anxieties may arise. For some, the feeling of diminishing relevance or importance in their workplace may erode their confidence.
This age group is also more likely to experience divorce, bereavement or chronic illness. It’s clear that there’s a lot going on under the surface.
The statistics are alarming. In the UK, <a href="https://www.ons.gov.uk/peoplepopulationandcommunity/birthsdeathsandmarriages/deaths/bulletins/suicidesintheunitedkingdom/2023#:~:text=For%20males%2C%20those%20aged%2010,in%202023%20(Figure%204)." The suicide rate for men aged 45-64 is the highest of all age groups. Midlife can be a stressful time for mental health.
A blanket approach to mental illness will not work
The benefits that Gen Z workers receive may not be the same as what older workers need. Often, older workers may feel it is inaccessible or alienating. The language we use, our communication channels, and assumptions about mental health support need to be evaluated through an age-inclusive lens.
It is also important to recognize that older workers might be less familiar or trusting with mental health terminology. If the terms “burnout,”‘resilience,” and’mindfulness’ are unfamiliar or alien to them, they may not respond well to a campaign.
Practical Steps for HR and People Managers
What can employers do in order to support the mental health and wellbeing of older workers?
1. Train managers to recognize signs of mental illness in all generations
Managers are often first in line to protect mental health. It can be a game changer to teach them how to recognize subtle changes, such as withdrawal, irritability or a drop in performance. Encourage curiosity and compassion by having conversations that encourage discussion. “I’ve observed you seem quieter than usual. How are things going?” can open doors that have been closed for many years.
Managers themselves may be more reluctant to talk about mental health or related topics, leading to a situation where neither the manager nor employee feel they can speak out. The training is a key component in breaking down these barriers.
2. Communication channels:
Do not assume that all employees will consume content the same way. Know that not everyone will read the Teams or Slack chat when it comes to alerts or updates on the company’s wellness policy or support. When it comes to content consumption, some employees might not prefer webinars. Support your employees in a variety of formats, such as face-to-face meetings, printed materials and phone support.
Support and communication for mental health should be available to everyone, regardless of their age.
3. Custom support options
A one-size fits all approach to mental illness in the workplace is not going to meet the needs of the multi-generational workforce or those who are struggling quietly below the surface. Tailoring services, such as counselling, peer mentoring, or sessions that address midlife challenges, like caregiving, health concerns, retirement planning, can help older workers feel understood, empowered, & better equipped to handle the unique pressures and stresses they face.
4. Culture shift
Create a space where vulnerability is met by empathy and not judgment. Speaking openly about mental illness can be risky for many older workers. This is especially true if they have spent years in an environment where emotions are kept secret. Psychological safety is therefore essential. Senior leaders sharing their mental health experiences, whether they are stress, burnout or personal challenges, helps dismantle stigma and sends out a powerful message that it is OK to ask for assistance. HR can help this change by providing safe and varied opportunities for an open dialogue. These include story-sharing campaigns or drop-in sessions. Workplace culture must embed empathy so that older workers feel seen, supported, and safe.
5. Challenge ageist assumptions
Ageist assumptions, such as the idea that older workers need less support or are not affected by modern work, should be challenged. These stereotypes can undermine confidence and inclusion. Recognize and celebrate the unique qualities that age brings – experience, perspective and emotional intelligence. By using language and policies that are clear, you can make it known to employees, managers, and policy makers alike, that wellbeing is important at all stages of a career. When older employees are treated with respect and support, they become more productive and engaged. They also tend to stay longer and thrive.
No person should suffer in silence
Employers should not wait until a crisis occurs to address the mental health issues of their ageing workforce. We can create truly inclusive workplaces by tailoring mental-health strategies to the realities that come with midlife and beyond. Everyone, regardless of their age, will feel seen, valued, and supported. In a competitive labour market, where talent is in high demand, it is not only a question of fairness but also a business imperative to retain and support this demographic.
