Workplaces are one of the last places where generations come together—and that’s a powerful antidote to loneliness.
Canada stands at a turning point.
As baby boomers reach retirement age in record numbers, we’re facing a quiet epidemic: social isolation and loneliness among older adults. Canadians aged 65 and over are among the loneliest and most socially isolated among 11 developed nations, a challenge with far-reaching effects on public health, economic productivity, and community resilience.
Work-centred relationships can be part of the solution. In a society where people are living and working longer than ever, how we design careers can either deepen loneliness and isolation or provide connection, purpose, and belonging.
Yet work is often left out of the conversation. Research tends to focus narrowly on the “elderly,” overlooking older adults who are still working or have recently exited the workforce. As a result, the role of ageism and the loss of work relationships and identity as precursors to later-life loneliness remain hidden.
This article explores the critical role of work in social health, and why both employers and policymakers must rethink careers and workplaces to build stronger communities, workforces, and economies as our population ages.
The overlooked role of work in social health
Work does more than provide a paycheque—it provides identity, structure, community, and meaning. For many older adults, leaving the workforce can mean losing a primary source of interaction and purpose, which amplifies feelings of disconnection and loneliness. To protect social health as people age, we need to rethink how careers are designed and supported across the lifespan.
Today, society is structured to keep people of different ages separate. Housing, higher education, and community centre programming all separate what is appropriate for youth, families, and seniors. Even religious institutions that used to provide opportunities for worshipers of all ages to interact now offer services and programming that separate community members by age.
Workplaces are one of the last settings where people of all ages interact for a common purpose. Yet traditional retirement models often sever these social bonds abruptly, leaving older workers without the social connection or sense of contribution they once had.
This loss is perpetuated in workplaces that still rely on Broken Talent Escalators®, outdated career models that assume employees will step off at the top of the “escalator” after a certain age, making way for others to move up. Given today’s lifespans, these structures push experienced employees out too early, cutting short opportunities for the mentorship, non-linear career growth, and reinvention that benefits both workers and organizations.
Legacy Careers® provide an alternative. By reframing the later stages of work as a time for renewed purpose, flexible contributions, and knowledge sharing, Legacy Careers have older workers stay engaged by design while strengthening social bonds in the workplace. These intergenerational approaches to talent development help organizations retain expertise and, just as importantly, help individuals preserve the relationships that are vital to their well-being.
The economic and social costs of loneliness
Loneliness is not just a personal struggle; it’s a growing public health and economic issue. In Australia, isolation among older adults costs an estimated $2.7 billion annually in healthcare. In the U.S., this number rises to $6.7 billion in excess Medicare spending due to hospitalizations and nursing home care linked to isolation.
Behind these numbers are real people—older adults who face higher risks of depression, chronic illness, and premature death when cut off from meaningful interaction. Social isolation increases the likelihood of ER visits, accelerates cognitive decline, and raises demand for long-term care.
Canada is not immune. With the senior population projected to grow from 18% to 24% by the end of the 2030s, and 39% of Canadians over 65 already reporting feelings of isolation, these costs will only rise—straining public healthcare systems and reducing overall economic productivity.
These costs are preventable. Research shows that meaningful work, whether paid or volunteer, acts as a powerful protective factor, offering structure, purpose, and social bonds that reduce healthcare needs and improve overall well-being. Investing in intergenerational workplaces and proactive policy solutions is not just a moral imperative, but an economic strategy.
Building intergenerational workplaces
Organizations play a pivotal role in combating isolation by creating workplaces where employees of all ages—including corporate alumni—thrive. Ageism, often expressed through subtle biases or rigid retirement norms, pushes experienced employees out prematurely, erasing institutional knowledge and weakening intergenerational connection.
To counteract this, companies have to fix their Broken Talent Escalators with career models that support lifelong career ownership. Challenge Factory’s approach to future-ready organizations emphasizes Legacy Careers as a strategic tool for retaining experience and fostering meaningful relationships.
The following strategies outline how organizations can build more intergenerational, connected workplaces:
1. Redefine Onboarding and Offboarding
Treat all career transitions—entry, mid-career pivots, and retirement—as opportunities to strengthen connection and purpose. Phased alumni programs and Legacy Career pathways into different roles enable older employees to build new relationships and share their expertise.
2. Create Career Development Ecosystems
Establish internal career development hubs where employees can explore new roles, up skill, or adjust career paths without leaving the organization. This investment creates workplaces that retain talent while supporting long-term engagement.
3. Train Managers to Combat Ageism
Leaders must be equipped to challenge stereotypes about older (and younger) workers and focus on the strengths they bring, including experience, adaptability, and mentorship. Ageism impacts everyone and limits potential and productivity.
4. Foster Age-Diverse Teams
Highlighting the value of diverse age groups working together encourages innovation and builds stronger relationships, transforming work into a community rather than just a set of tasks.
Policy pathways for a connected ageing population
Government and policy leaders have an equally critical role to play. Loneliness is not only a personal issue but also a public health and economic concern. Work underway in provinces like Newfoundland and Labrador demonstrates how ecosystem mapping and systems thinking can shift workforce priorities and lay the foundation for long-term solutions that support older workers.
The following policy pathways outline practical steps to reduce isolation and build stronger connections across Canada’s ageing population:
1. Career Development as Public Infrastructure
Career development is a public good. By funding programs that support midlife and later-career transitions, reskilling, and flexible work options, policymakers can extend older adults’ contributions while reducing isolation.
2. Workforce Prioritization and Systems Thinking
Governments must take systems-level approaches that integrate career development principles across education, workforce, and community sectors. This includes aligning policies with economic investment priorities, ensuring workforce strategies reflect the full lifespan and avoid perpetuating Broken Talent Escalators.
3. Ecosystem Mapping and Inclusive Service Design
Future-focused policy development should begin with evidence-based ecosystem mapping to identify who is being served, who is left out, and how support systems can be reimagined. By understanding service gaps, governments can create more inclusive workforce systems that proactively meet older workers’ unique needs.
4. National Metrics and Research
Canada lags behind in tracking loneliness and workforce participation of older adults. Establishing national indicators on social connection, workforce engagement, and career transitions would help guide smart policy interventions.
Bridging work, ageing, and social connection: A shared responsibility
Ageing is inevitable, but loneliness and isolation are not.
To tackle this epidemic among older adults, employers and policymakers must recognize that workplaces can become a point of failure and source of harm if social relationships atrophy after retirement. Career development is a lifelong necessity—not a one-time event—that supports healthy transitions long after people “finish working.” Older adults deserve opportunities to stay engaged through work (full-time, part-time, or freelance), education, volunteering, and more.
By designing work and policies that promote connection and purpose throughout life, we can prevent the social and economic costs of loneliness and isolation. Meaningful careers and inclusive workplaces benefit not only older adults but entire communities and economies.
The path forward is clear: when we treat our colleagues as partners in productivity and belonging, we build a future where all generations can thrive together.
With contributions from Taryn Blanchard, Emma James, and Adam Sigal.