As mental health gains increasing attention in the workplace, employers have made progress in offering support. However, there remains a significant gap in identifying “who truly needs help” and “how to assist them”. Workplace mental health strategies often overlook groups carrying multiple responsibilities outside work: caregivers, older employees, and women going through critical life and health transitions.
These groups are far from being a minority. They make up a substantial portion of the workforce, and their needs are shaping the future of employee well-being.
Mental Health Has No Retirement Age
Workers aged 55 and above now account for over 20% of the U.S. labor force, yet they are still neglected in many workplace mental health programs. Although older employees may rate their own mental health more positively than their younger counterparts, they are more likely to face chronic pain, grief from losing loved ones, or caregiving pressures. Additionally, they are less likely to use digital tools that could offer them support.
A recent “Work, Life, and Health Balance Report” by Calm Health, covering 1,500 adults in the UK and the US, revealed that half of all workers have at least one mental health issue. Furthermore, a study by the Aging Society Research Network found that mental health problems particularly affect older employees in low-income groups: respondents aged 50 to 59 reported being affected by mental health issues for nearly five days each month, a situation that has significantly worsened compared to 20 years ago.
Regrettably, the usage rate of workplace mental health resources among older employees remains extremely low. The key issue is not a lack of willingness on the part of employees: over 80% of employees stated that they would use digital tools if employers provided trustworthy, easy-to-use, and relevant ones. However, only 23% of employees are actually aware that their employers offer such tools.
To effectively support older employees, employers must design inclusive programs. This might mean lowering the barriers to accessing support or framing support around goals that align with theirs, such as “independent living” and “longevity”. These small adjustments can increase digital engagement, reduce absenteeism, and help companies retain their most experienced talent.
Urgent Attention Needed for “Sandwich Generation” Caregivers
Caregiving responsibilities are among the most overlooked experiences in workplace mental health. Calm Health’s research shows that one-third of workers have taken on caregiving tasks in the past year. Whether caring for elderly parents, children, or partners, these responsibilities cannot be strictly confined to outside working hours.
The impact is profound: 65% of caregivers said they had to take time off or use vacation days due to caregiving responsibilities; over half reported decreased work efficiency, difficulty concentrating, or needing colleagues to handle their work.
Yet, caregiving-related benefits remain few and far between. Despite being rated as one of the most helpful mental health resources in the workplace, such programs are also among the most lacking, reflecting a major gap in employer support systems.
As more workers join the “sandwich generation”—caring for both children and elderly parents—meeting this group’s needs is not just an act of empathy but a strategic imperative. Employers can start by offering flexible working hours, mental health counseling, customized content for caregivers, or assistance in connecting with elderly care resources. These investments can improve employee well-being and ensure the retention and productivity of this key group.
Women Should Not Suffer in Silence
Another blind spot is women’s health. Pregnancy, perimenopause, and menopause are not just physical changes but also come with emotional and psychological impacts that affect women in the workplace.
In the UK, 56% of women said reproductive health events interfered with their ability to perform at their best at work; in the US, this figure is 37%. However, most employers’ mental health programs do not directly address these transitional issues with solutions.
Beyond improving benefits, recognition is needed. Training managers to respond with empathy, including providing support content or tools tailored to women’s different health stages—or making women’s health and mental health intersections part of daily conversations—can significantly enhance employees’ sense of support.
Life Doesn’t Pause for Work
In just the past year, 78% of employees have experienced at least one major life event, such as caring for someone, illness, or significant unexpected expenses. Among them, 44% said these events had a negative impact on their work performance.
More importantly, many of the most impactful events, such as the death of a loved one or a family member’s illness, often receive no support from workplace programs. One-third of employees said they desired mental health resources that their employers do not currently provide.
If employers want to build resilient, future-ready teams, they must go beyond generic health programs and support the full spectrum of life experiences across different ages, genders, and caregiver identities. The key is to truly understand employees and their unique needs, which requires customized tools, empathetic leadership, and benefits that match employees’ actual needs.
As the scope of mental health topics continues to expand, workplace strategies must adjust accordingly.
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