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 Instant Oil Change, 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 Instant Oil Change. 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.