Home and hybrid working may be widely seen as a success for experienced professionals, but for younger employees, the shift away from the office is having unintended and damaging consequences.
New research reveals that 48 percent of 18–24-year-olds find it harder to build relationships with colleagues and managers when working remotely. More than two in five say fewer face-to-face interactions are restricting their personal and professional development, while 28 percent feel cut off from their workplace community. Among entry-level workers, that rises to more than a third.
The findings have sparked concerns about the mental health and career prospects of younger workers, particularly those entering the workforce for the first time this summer. Between 400,000 and 600,000 young people are expected to leave school, college or university and begin their careers, many of whom will work in hybrid roles.
The research was commissioned by the Institution of Occupational Safety and Health (IOSH), the global chartered body for workplace health and safety, which is urging employers to rethink how they support early-career staff.
A Lack of Mentoring and Feedback
Only 17 percent of all workers — and 19 percent of 18–24-year-olds — receive constructive feedback two to three times a week, the study found. Among entry-level staff, just 16 percent are regularly mentored, and only one in five office or hybrid workers have structured weekly check-ins with their manager.
This lack of support and supervision is contributing to feelings of isolation, underperformance and low motivation. One in six young workers say their mental wellbeing has deteriorated as a result of remote work, and 32 percent of intermediate-level employees also report feeling disconnected.
IOSH President Kelly Nicoll said younger staff required regular engagement and a clear development pathway to thrive in hybrid environments.
“Managers need to build in more structured supervision time and regular check-ins with young workers and hybrid workers than only having contact once a month,” she said.
“They need to make room for daily informal catchups and also set weekly and monthly one-to-one sessions to cover performance and address wider issues such as health, safety and wellbeing, as well as mentoring, coaching and career development.”
A Generation Left Adrift
Writer and mental health campaigner Natasha Devon, responding to the findings, said younger workers could be missing out on informal mentorship and guidance that older generations benefited from.
“We know that adopting a flexible, people-first approach to work allows employers to remain competitive in a global economy. The retention of younger workers is a vital part of this,” she said.
“Understanding that the world of work looks and feels very different for Gen Z than it did when older generations entered it, plus the fact they might be missing privileges we took for granted, is a good starting point.”
The Risks of Poor Engagement
Experts have warned that failure to support early-career workers can have serious consequences — for individuals, teams and organisations. A report in 2023 found that younger workers who lack development opportunities are far more likely to leave their jobs within two years. A survey by CIPD in 2024 found that retention and morale among under-30s had dropped sharply in companies with limited in-person interaction.
The impact on mental health is another pressing concern. According to Mind, the mental health charity, young adults are at increased risk of anxiety and depression, particularly when facing career uncertainty or a lack of social connection. Remote work, without adequate support, may amplify these risks.
What Employers Can Do
IOSH maintains that hybrid work remains the ideal model, combining flexibility with structure, but only if it is properly managed. For young workers, that means a more deliberate approach to development and inclusion.
Suggested steps include:
- Structured check-ins: Set regular one-to-one meetings for feedback, goal-setting and pastoral support. Avoid ad hoc communication as the default.
- In-person mentoring: Pair junior staff with experienced colleagues for in-office shadowing and career guidance.
- Clear development plans: Define progression paths, with training goals and performance markers.
- Wellbeing check-ins: Encourage open dialogue about stress, workload and isolation. Signpost mental health resources clearly.
- Social connection: Organise optional team meetups, peer networks and collaborative projects to build relationships beyond screen time.
- Manager training: Equip line managers with the skills to lead hybrid teams and spot early signs of disengagement or mental strain.
A Health and Safety Issue
Nicoll said these measures were not just best practice but also part of employers’ broader responsibility to safeguard workers’ wellbeing.
“Mental health risk management should be fully integrated into occupational safety systems and management practices need to be updated to reflect the evolving demands of a multigenerational, hybrid workforce.”
IOSH encourages businesses to view early-career support not as a benefit but as a necessity, which experts say is essential to building a resilient, productive and healthy workforce for the future.