The leap from school to the workplace can be exciting — but for many young men, it’s also one of the most challenging times of their lives. Research shows 75 percent of mental health conditions emerge before 24, and early work experiences can shape confidence, belonging, and wellbeing for years to come*.
We chat with Dr Christina Jarron, Research & Evaluation Manager at Top Blokes Foundation, who explains why this transition can be so destabilising for young men.
Why is the school-to-work transition such a pivotal and often challenging time for young men?
It’s a perfect storm of change. You move from a highly structured environment like school to one where expectations are unspoken and performance is continually monitored. Many young men tell us they feel unsure what’s expected of them, yet believe their employers think they should already have it all figured out.
We definitely see a communication gap between the employer and the employee.
How do masculinity norms play into that?
Socially dominant forms of masculinity – being independent, not asking for help – are deeply entrenched. When young men face uncertainty, they often internalise it rather than seek support, and they learn to do this from an early age. By the time they are in the workforce, this can be an entrenched behaviour and hard for them to break.
Add to this the fact that the adolescent brain is still developing – up until 24 years old – then we’ve also got a whole bunch of emotional, hormonal and psychological developments happening too.
The State of the Nation Report 2023 found that young men report high levels of loneliness despite social connections. What’s behind that?
We hear this repeatedly, and this theme came through really strongly with the young men we spoke to. They’re surrounded by people but don’t feel connected. Long commutes, work pressure, working overtime to get the work done and lack of downtime squeeze out opportunities for meaningful connection.
Just being in the same workplace isn’t enough. Connection has to be built, not assumed. Just because you are going to work in the same place doesn’t mean you are automatically going to connect. Young men need constructed or supported options to build those connections. Interestingly, the young men in our school programs share exactly the same experience.
How do these experiences differ for young men compared to young women?
Both face transition stress, but outcomes differ. Young women are often more comfortable seeking help. Young men, especially in male-dominated industries such as trades or manufacturing, encounter conditions and social norms that can sometimes discourage vulnerability and openness. These environments magnify existing identity pressures, and then there is the additional challenge and stigma around asking for help.
When we asked young men what stops them from seeking support in the workplace, they cited concerns about trust. They felt that seeking help would jeopardise their career or that other counselling services would misplace their trust by reporting back to their manager.
What was really interesting and is definitely a space where we can grow and support is that some of the young men we spoke to told us that they felt they have to uphold these old-fashioned notions of masculinity – but this does not fit with who they want to be as a person, a father, a partner or a friend.
What skills or confidence gaps do employers notice most when young men enter the workforce?
Communication is the big one, and it feels like talking to both young men and the employers that this is one of the biggest gaps. Employers also see unrealistic expectations from young men around career progression and this leads to frustration and a sense that young men are entitled.
When we look more deeply at what is really going on, this might reflect a lack of guidance rather than entitlement. As a young man enters the workforce, they don’t really have a lot of scope to make decisions or take control. Couple that with influencers telling you to take control, be strong, be independent, and there is definitely a mismatch. They feel they are not living up to the version of manhood society expects of them. Clearer mentoring early on could make a huge difference.
How does mentoring change that trajectory?
It can be transformational, and our results and key outcomes across all areas have been positive. Mentoring builds self-awareness, confidence, and belonging — the foundations of psychological safety. When young men have someone neutral—someone external to the organisation—it can neutralise concerns, fears, and power imbalances, so they can take ownership of their growth. It’s not tokenistic.
In our own evaluations, 100% of participants said they gained better tools to manage their mental health and relationships through our Top Blokes program for the 18-24 age group. This is a program focused on young men — it is not generic.
One thing that came through very clearly from our discussion with young men: they know they are struggling, they know they need support, and they are open to and see value in workplace wellbeing programs. We need employers to meet them where they are at.
As Dr Jarron reminds us, “The structure of school is protective — there are teachers, peers, and daily check-ins. Once you enter the workforce, that safety net disappears. That’s where a mentoring program run over a number of weeks can really help bridge the gap.”
By re-imagining onboarding through a wellbeing lens, employers can turn this high-risk period into a high-growth opportunity – building confident, connected young men and stronger, safer workplaces.
Ready to back your young male workforce?
Get in touch today. We’ll co-design a program that helps your staff build resilience, strengthen relationships and thrive at work.
Key insights for employers
- Early intervention matters. Most mental health issues surface before 24. The first year of work is critical.
- Connection can’t be left to chance. Structured social and mentoring opportunities prevent isolation.
- Psychological safety drives performance. When young men feel heard and supported, engagement and retention rise.
- Mentoring pays off. Workplaces investing in mental health see up to a $4 return for every $1 spent.**
*National Mental Health Commission: Entering the workforce and young workers (2024)
**PwC Research (2014):Creating a Mentally Healthy WorkplaceReturn on investment: $2.30 to $4 for every $1 spent on mental health initiatives.
