Generation X may be an underused asset in today’s multigenerational workplaces, according to new research.
The findings come from the 2026 Gen Xperience Study from the Mather Institute, which finds Gen X employees are uniquely positioned to connect younger and older colleagues while showing higher loyalty to employers than other generations.
The study found that Gen Xers have strong potential to serve as a stabilizing bridge in multigenerational organizations, helping manage stress, strengthen social connection and support collaboration. However, researchers say employers may be overlooking that capability as they invest in programs that resonate more strongly with younger workers.
A significant gap emerged between Gen X and younger generations in expectations around employer‑supported social wellness. Compared with millennials and Gen Z, Gen X employees are less likely to expect employers to actively support their personal wellness and less likely to participate in workplace wellness programs. At the same time, Gen X shows stronger retention tendencies. The study found that 38 per cent of Gen X employees plan to stay with their current employer for more than 10 years, a higher share than any other generation.
Younger workers expressed greater sensitivity to wellness support. About 61 per cent of millennials and 59 per cent of Gen Z respondents said they would be more likely to change jobs if their personal wellness needs went unsupported, compared with 41 per cent of Gen X employees.
“This research comes at a pivotal time when Gen X is playing a vital role in the workplace yet feel overlooked,” said Jennifer Smith, assistant vice‑president and director of the Mather Institute and lead of the Gen Xperience study. “They are deciding now how they will age well in the next chapter of their lives while remaining with their current employers. Companies are investing in wellness programs that aren’t resonating with Gen X, a generation key to the success of their employers.”
The findings challenge common stereotypes about Gen X and highlight the need for more tailored retention strategies as the generation balances career demands with caregiving responsibilities and long‑term financial planning, Smith added.
Based on the research, the Mather Institute recommended that employers adopt targeted strategies to better support Gen X employees, including clearer and more transparent advancement opportunities, support for “sandwich generation” responsibilities and greater recognition of the role Gen X plays connecting younger and older workers.
“The study shows how Gen X is uniquely able to understand workplace dynamics across all generations – and how younger and older employees are more alike than stereotypes suggest,” said Dominice LaPorte, chief people officer at Mather. “Employers should recognize the value of this unique generation, which has successfully adapted to rapid social and technological changes and brings untapped potential to the workplace.”
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