A cure for America’s loneliness epidemic may be intergenerational workplace friendships

Five years after the COVID-19 pandemic began, the United States finds itself in the midst of another public health crisis. This particular pandemic is a psychological one: widespread loneliness and isolation.

About half of adults in the U.S. report feeling lonely—what former Surgeon General Vivek Murthy has characterized as an epidemic. The increase in social isolation has extensive costs for “schools, workplaces, and civic organizations, where performance, productivity, and engagement are diminished,” he wrote in 2023.

As a business school professor who studies intergenerational relationships, I believe that our workplaces hold untapped potential for alleviating isolation. When colleagues do form friendships at work, they often gravitate toward people their own age. But fostering meaningful connections across generational lines can benefit not just organizations, but workers’ own sense of purpose and mental health.

Working solo

The COVID-19 pandemic affected all ages differently. Prior to 2020, it seemed that younger generations were leading a strong push away from working in the office. Once many Americans were working remotely, however, Generation Z—those born 1997-2012—reported the highest levels of loneliness.

The problem, I’d argue, is how organizations’ early questions about working through the pandemic centered on efficiency. Was it possible to do our jobs remotely? Would we be as productive? Was remote work viable long term? For many jobs, the answer was yes, resulting in persistent work-from-home options even after it became physically safe to return to offices.

Yet companies overlooked crucial elements that contribute to employees’ commitment and well-being, particularly strong relationships between colleagues. These factors are especially vital during early career years as young workers establish networks, learn their roles, and develop professional identities—all considerably more challenging in remote or hybrid environments.

Just 31% of U.S. employees feel engaged on the job, according to January 2025 data from Gallup, a 10-year low. Only 39% of employees strongly feel that someone at work cares about them as a person, and only 30% strongly agree that someone cares about their development.

Workers younger than 35, especially members of Gen Z, experienced a more significant decline in engagement than other age groups, dropping 5 points compared with the previous year.

Five generations

Since hybrid and remote work appear to be here to stay, we need innovative solutions to combat disconnectedness. One overlooked opportunity might lie in a demographic reality that many organizations view as a challenge.

Today, there are five generations in the workplace, more than any other time in history. This increase in diversity is primarily due to older workers remaining in the workforce longer than in the past, whether because of economic necessity or increased longevity and health.

In 2024, 18% of the U.S. workforce belonged to Gen Z. They’ve surpassed the baby boomers, born 1946-1964, who make up 15%. Gen X, meanwhile (the generation born 1965-1980) comprise 31%. The largest group are millennials, born 1981-1996, who represent 36% of workers. Finally, 1% of the workforce belong to the Silent Generation, born 1928-1945.

While such age diversity presents challenges, it also holds unique potential.

The importance of workplace friendships is well documented. Research has found positive workplace relationships are beneficial to teamwork, career development and building a sense of community, and they help employees find more meaning in their work. Workplace friendships can help offset job stress and exhaustion and contribute to mental health. The benefits of such relationships can reach beyond the workplace, increasing overall well-being.

However, these friendships rarely cross generational lines. A phenomenon known as “age similarity preference” often causes us to gravitate toward people similar in age, including among our coworkers. This broader tendency to connect with people we deem most similar to ourselves is well documented, and age can be a particularly visible sign of surface-level difference—one that leads people to assume, often incorrectly, that they hold similar views.

While natural, this tendency limits interactions and relationships, leading to higher levels of conflict. Not only do intergenerational connections at work bring professional benefits but they also can combat isolation.

For example, relationships with colleagues from different generations tend to have fewer feelings of competition and pressure, as they likely occupy different life and career stages. An older colleague who has navigated office politics or balanced raising young children with career demands can provide valuable advice and support to coworkers facing these challenges for the first time.

Forming intergenerational friendships can help break down negative stereotypes about people who are older or younger by revealing areas of common interest.

Beyond Gen Z

The benefits of these relationships extend beyond younger generations, especially given how widespread post-pandemic loneliness is.

Adults in mid-to-late career stages—Gen Xers and baby boomers—are in their prime years for “generativity”: the life stage when people are most likely to be motivated to share knowledge and expertise, preparing the next generation for success. Generativity leads to benefits for the mentors too, such as higher self-esteem.

People of all ages benefit from meaningful intergenerational relationships, but it takes an effort to create them. Employers can help by setting up opportunities to connect. For example, a mutual mentoring program can be a fantastic way to encourage not only learning, but unexpected friendships as well.

Jonna, a Gen Xer I met through my generational consulting work, sought out a Gen Z mentor at her office and was grateful for her insight, as well as the chance to give advice. “I like to believe I am someone with a growth mindset and in touch with current realities, but I quickly learned that Hannah had perspectives on many things that stretched me and my thinking,” she said. “Our partnership has helped me approach every situation with curiosity instead of judgment.”

Hannah, her mentor-mentee, found the partnership just as beneficial. The experience was “a reminder that regardless of age, we all have something to contribute, and bridging generational gaps can lead to innovative solutions and a richer understanding of the world.”

Reaching out to colleagues who are significantly older or younger might seem unexpected. But it may also build a more connected, resilient workforce, where wisdom and innovation flow freely across generational divides.

Megan Gerhardt is a professor of management at the Farmer School of Business at Miami University.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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