New Study: Gen Z and Women Lag in Workplace Vitality

Vitality -- ability to pursue life with health, strength, and energy -- varies considerably by generation and gender, according to the third annual Vitality in America study, commissioned by The Cigna Group.

2024 Key Takeaways

1. While Gen Z adults continue to have the lowest overall vitality, they are acquiring the skills for a healthy life, feeling more in control in stressful periods, and becoming more optimistic.

2. Women in the workforce continue to have lower vitality than men, and key workforce vitality measures for women continue to trend downward.

3. Workday stress, manager relationships, and activity levels strongly influence health and vitality, offering a glimpse into the opportunities employers have to support the vitality of their workforces.

Although workers are healthier and more vital overall, disparities exist

As with the general population, there are generational and gender differences in vitality among workers. For example, Baby Boomers in the workforce have the highest vitality, while Gen Zers – expected to make up the largest segment of the U.S. workforce by 2030 – have the lowest vitality. Gen Z adults continue to feel much less confident and capable at work. While most are satisfied with their job, they lack the enthusiasm for work that older generations have.

Women in the workforce continue to have lower vitality than men, and key workforce vitality measures for women continue to trend downward. Women are less satisfied with their job and benefits, and their sense of competence, autonomy, and relatedness has declined since 2022.

High vitality is linked to higher job satisfaction and better job performance

Workers with high vitality are more engaged and willing to put in extra effort on the job. They are also more likely to be upwardly mobile, with more receiving pay raises, promotions, and recognition for work achievements. 

Perhaps most notable is the difference in the rate of presenteeism between low- and high-vitality employees. Presenteeism – coming to work but not being fully productive due to health or personal challenges – is costly to companies.

Workday stress, manager relationships, and activity levels impact health and vitality

Some stress at work is inevitable – there will always be deadlines, issues that crop up, and new challenges to work through. However, as our research shows, persistent stress is problematic. The 1 in 4 employees who feel frequently stressed at work have significantly lower vitality than those who sometimes or rarely feel stressed. Stressed-out employees have lower job satisfaction, less confidence in their abilities, and reduced job performance and productivity.   

Generally speaking, people with high vitality report significantly more positive relationships with their managers. In 2024, 74% of high-vitality employees said they felt understood by their manager, compared to just 17% of those with low vitality. This positive difference is evident across all aspects of the manager-employee relationship, suggesting that strong manager relationships can enhance vitality and high vitality may help buffer against strained relationships.

Activity levels during the workday also impact vitality. Workers who spend six or more hours sitting each day have lower vitality, report worse health, and practice fewer healthy habits than those who are more active.

One out of every 6 workers say they spend their entire eight-hour workday sitting down. Compared with other workers, these more sedentary workers:

• Rate their health more poorly and have a higher incidence of mental and physical health conditions, such as depression, anxiety, and obesity
• Are less likely to get adequate physical activity during non-work hours
• Are less likely to get enough quality sleep
• Report the lowest job satisfaction and highest rate of stress on the job

Positive boomerang effect between vitality and work

Work stress, job satisfaction, manager relationships, and work environment significantly impact vitality – which can be critical for organizational success. High vitality correlates with increased productivity, better job performance and satisfaction, and career advancements.

By understanding and addressing the factors influencing vitality, including the need for competency, autonomy, and relatedness at work, employers can enhance workforce vitality and bolster organizational performance.

The study is based on surveys with more than 7,500 adults in the United States in collaboration with research partners YouGov and Morning Consult. Let’s look at some of the key health and vitality trends we are seeing this year among the general population.

#healthcare #mentalhealth #workplace