Working To Wellbeing’s new Window to the Workplace research found that one in five (19%) line managers aged 55+ do not think that supporting their colleagues’ wellbeing is an integral or important part of their day-to-day job.
This compares to only 7 percent of younger line managers.
Also, an additional 19 percent of those aged 55+ are on the fence and just 62 percent do agree that it is a part of their role (compared to 18 percent and 74 percent respectively among line managers aged 18-34 years).
The data suggests that over a fifth of older line managers struggle to talk to their teams about their mental health and wellbeing as 22 percent of those aged 55+ say it does not “comes easily to them.”
This compares to 11 percent of those aged under-34 and 13 percent aged 35-54.
By 2025, there will be one million more people aged 50+ and 300,000 fewer people 30 and under in the workplace and one in three of the working age population will be 50+.
The number of over-50s either in work or looking for work has recently reached pre-pandemic levels with more than one in 10 retirees saying they would consider going back to work because of the increased cost of living.
What about experience in supporting wellbeing in the workplace?
Working To Wellbeing also found that just over two in three (68%) line managers aged 55+ (and 67% of those aged 35-54) believe they have good experience in supporting their colleagues with their wellbeing in the workplace compared to 76 percent of those aged under 34.
In addition, 35 percent of younger managers (aged under 35) “strongly agree” they have the experience needed, vs just 23 percent of 35–44-year-olds and 21 percent of line managers aged 55+.
The research suggests that there is also a (perceived) age divide when it comes to access to training and resources which may be impacting the way line managers view their ability and confidence to manage wellbeing issues in the workplace.
Older line managers say they feel less supported and equipped to support their teams on their overall wellbeing, as only one in two aged 55+ (49%) think they have received sufficient training from their employer, compared to almost two-thirds (63%) of those aged 18-34.
And only 17 percent of over 55s “strongly agree” they have sufficient training vs almost double that (32%) among under-34s.
Similarly, just over half (55%) of line managers aged 55+ feel they have been equipped with sufficient resources to support their colleagues’ overall wellbeing (20% “strongly agree”) compared to 69 percent of those aged under-34 (28% “strongly agree”).
Older employees lack confidence to discuss wellbeing with line managers
On the flip side, just 40 percent of employees aged 55+ feel happy talking to their line manager about their mental health vs 54 percent of under-35s and 53 percent of those aged 35-54, with less than half (46%) of workers aged 55+ feeling confident having a conversation with their line manager about my wellbeing at a time of crisis, compared to 65 percent of those aged under 35.
Dr Julie Denning, Managing Director, chartered health psychologist at Working To Wellbeing and Chair of the Vocational Rehabilitation Association said:
“As the UK population ages and the cost-of-living soars, the multi-generational workplace will be very much the norm in the years ahead. From a workplace wellbeing perspective, it’s crucial that employers recognise the challenges, as well as the opportunities, this can bring. Our Window to the Workplace research indicates that there is a potential divide between the generations when it comes to appreciating the responsibility that a line manager is often placed with and the confidence and know-how they have to support colleagues’ wellbeing.
“Line managers, who are often at the coalface and whose role is pivotal to supporting their colleagues at work – need to be equipped, confident and ready to best support their workforce. Our Line Manager Assistance Programme (LMAP) supports and equips line managers to help with their teams’ mental and physical wellbeing at work and aims to minimise the considerable burden that sits now upon a line manager’s shoulders and give them the personalised and specialist support they need.”
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
- Amelia Brand
- Amelia Brand
- Amelia Brand
- Amelia Brand
