I spend my days working alongside young people. At Valvoline Instant Oil Change, many of our technicians are in their first real job—fresh out of high school, figuring out who they are and what they’re capable of. What I see every day tells me something the statistics confirm: this generation is in crisis, and it didn’t happen overnight.
After a more than 60% increase in youth suicide rates from 2007 to their peak in 2021, the latest CDC data shows a hopeful shift with suicide rates among 10‑ to 24‑year‑olds declining in 2022, 2023, and again in 2024. But even with this progress, rates remain far higher than they were a generation ago, and young people continue to report unprecedented levels of anxiety, loneliness, and financial stress.
These numbers represent real lives. I’ve seen it up close—in the team member who needs a manager to just check in, in the technician who lights up when someone invests in their growth. Their well‑being matters not only because every life has value, but because our country needs their talent, energy, and ideas. And yet too many are struggling to find connection, purpose, and stability.
I’m not a therapist or a policymaker. But I am someone who employs thousands of young Americans, and I’ve come to believe that businesses like mine can’t sit this one out. Employers who hire large numbers of young workers have a unique opportunity—and a responsibility. By creating meaningful pathways for growth and fostering communities of belonging, we can help strengthen pride, purpose, and resilience in a generation that needs it.
The Forces Driving the Crisis
The mental health challenges facing young people today didn’t emerge in a vacuum. Over the past two decades, the rise of social media has reshaped how young people connect, compare, and understand themselves. The CDC’s 2023 Youth Risk Behavior Survey found that frequent social media use is associated with significantly higher levels of persistent sadness and hopelessness among high school students, and with higher odds of seriously considering suicide. Algorithms may not cause mental health challenges on their own, but they can amplify them.
At the same time, the traditional path to adulthood has become more difficult. Nearly two‑thirds of Americans over 25 do not hold a bachelor’s degree, according to the U.S. Census Bureau, and soaring college costs have made higher education feel out of reach for many young people. For those who don’t pursue a four‑year degree, the transition into stable, well‑paid work can feel uncertain and overwhelming. I see this at our service centers every day—young people who are talented and motivated but who never had anyone show them a clear path forward. That’s something employers can actually change.
What Businesses Can Do
The young people I work with don’t need pity—they need opportunity. At Valvoline, 95% of our service center managers started as entry‑level technicians—proof of what happens when you pair real training with real investment in people. Our technician training program provides certifications within months, enabling young people with no automotive experience to move quickly from entry‑level roles into leadership positions.
But skills alone aren’t enough. Young people need workplaces where they feel connected and supported. Our teams operate in a pit‑crew‑like structure, with managers working side‑by‑side with their teams, coaching and developing them every day. This teamwork builds confidence, strengthens belonging, and often extends beyond the workday into community activities and shared experiences. I’ve watched it happen. It matters.
Businesses can also make a positive impact by offering mental‑health resources—counseling, wellness programs, and other benefits that support total well-being. This is especially important in industries like ours. A CDC study found that men working in auto repair and maintenance roles have a suicide rate twice that of men in other industries. When I learned that, I couldn’t unsee it. That reality has pushed us to talk openly about mental health, normalize asking for help, and ensure our team members have access to free, confidential support.
None of this is complicated. It doesn’t require a policy brief or a government program, though those matter too. It requires businesses to decide that the young people on their teams are worth the investment—in training, in structure, in honest conversation about mental health. I made that decision at Valvoline. I think every CEO can. The generation coming up behind us doesn’t have time for us to wait.
If you or someone you know is struggling, contact the 988 Suicide & Crisis Lifeline by calling or texting 988.
The author has no financial interest beyond her named role at Valvoline in any company, product, or organization mentioned in this piece. The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.
The author, who works at Valvoline Instant Oil Change, shares insights gained from daily interactions with young employees, many of whom are entering the workforce for the first time. This demographic is facing significant challenges, as evidenced by alarming statistics that reveal a crisis in mental health among young people. From 2007 to 2021, youth suicide rates surged by over 60%, although recent CDC data indicates a slight decline in rates among 10- to 24-year-olds from 2022 to 2024. Despite this hopeful shift, suicide rates remain significantly higher than in previous generations, with young people reporting unprecedented levels of anxiety, loneliness, and financial strain.
The author observes the tangible impact of these mental health issues on team members, noting instances where a simple check-in or investment in their development can bring joy and motivation. Acknowledging the value of every life, the author emphasizes that the country needs the talent and energy of these young individuals, who often struggle to find purpose and stability in their lives.
While not a mental health professional, the author believes that businesses have a crucial role in addressing this crisis. Employers who engage with large numbers of young workers bear a unique responsibility to create meaningful opportunities for growth and foster a sense of belonging within their workplaces. By doing so, they can cultivate pride, purpose, and resilience in a generation that is in dire need of support.
The mental health challenges faced by young people today are rooted in broader societal changes. The rise of social media over the past two decades has transformed how young individuals connect and perceive themselves. The CDC’s 2023 Youth Risk Behavior Survey indicates a troubling correlation between heavy social media use and increased feelings of sadness and hopelessness among high school students, as well as higher rates of suicidal ideation. While social media alone may not be the sole cause of these issues, it exacerbates existing vulnerabilities.
Furthermore, the path to adulthood has become increasingly convoluted. With nearly two-thirds of Americans over 25 lacking a bachelor’s degree and the soaring costs of higher education, many young people feel that their prospects for stable, well-paying work are diminishing. The author witnesses this uncertainty daily at Valvoline, where talented young individuals often lack guidance on how to navigate their career paths. This is an area where employers can make a significant difference.
The author argues that young employees do not seek pity, but rather opportunities for growth. At Valvoline, 95% of service center managers began their careers as entry-level technicians, illustrating the potential for upward mobility when businesses invest in training and development. The company’s technician training program offers certifications within months, enabling employees with no prior automotive experience to transition quickly into leadership roles.
However, skills development is only part of the equation. Young people also need supportive and connected work environments. Valvoline employs a team structure that allows managers to work closely with their staff, providing daily coaching and development. This teamwork fosters confidence and belonging, often extending beyond work hours into community activities and shared experiences.
In addition to creating supportive workplaces, the author highlights the importance of providing mental health resources, such as counseling and wellness programs. This is particularly crucial in industries like auto repair and maintenance, where men face a suicide rate that is twice as high as in other sectors. The author emphasizes the need for open discussions about mental health, normalizing the act of seeking help, and ensuring that employees have access to confidential support services.
The solution to these challenges does not hinge on complex policy changes or government programs, though those are important as well. Instead, it requires a commitment from businesses to invest in their young employees—through training, supportive structures, and honest conversations about mental health. The author expresses a personal commitment to this philosophy at Valvoline and encourages other CEOs to take similar actions. The urgency of the situation calls for businesses to act now, as the younger generation cannot afford to wait for change.
For those struggling with mental health issues, the author provides information about the 988 Suicide & Crisis Lifeline, offering a resource for immediate support. The article concludes with a reminder that the opinions expressed are those of the author and do not necessarily reflect the views of Fortune.
In summary, the author’s reflections underscore the pressing mental health crisis among young people and the vital role businesses can play in addressing these challenges. By creating supportive environments that foster growth, connection, and mental health resources, employers can help empower the next generation to navigate their paths with confidence and resilience.
