Today's Reality at Valvoline: Mentors, Machines, and a Mental Health Challenge
Every day, I walk through a Valvoline Instant Oil Change shop and see young people taking their first real steps in the workforce. They’re learning to balance school, work, and life—and they’re doing it in front of a busy service counter and a bay full of cars. The picture isn’t just about fixing engines; it’s about building confidence, direction, and resilience in a generation facing unprecedented stress.
We champion valvoline work with young teammates to help them grow into capable professionals. It isn’t charity. It’s a practical investment in our teams, our customers, and the communities that rely on us to keep cars safe and people moving. The data backs what I see every day: youth mental health is in crisis, but there are real, actionable ways companies can respond with care and opportunity.
The Numbers Behind the Crisis
National data show a troubling pattern among young people, especially in the latest years. The CDC notes that youth suicide attempts and related mental health struggles rose sharply through the late 2000s and peaked around 2020, with continued concerns into 2021. The most recent CDC analysis shows a hopeful shift: suicide rates among ages 10–24 declined in 2022, 2023, and again in 2024. Still, these rates remain far higher than they were a generation ago, and anxiety and financial stress are widespread among teens and young workers alike.
- From 2007 to the 2021 peak, youth suicide indicators rose by more than 60%.
- In 2022–2024, the trend improved year by year, but rates stay well above pre-2007 levels.
- Across workplaces that hire many young workers, stress and loneliness have become common topics for team leaders and HR alike.
For our teams, the numbers translate to more than headlines—they affect attendance, focus, and long-term career choices. In the Valvoline shops, leaders watch for signs of burnout, listen for changes in mood, and act quickly when a teammate needs support. That human layer matters just as much as the oil on the dipstick.
What Valvoline Is Doing Now
Healthy careers start with clear paths. At Valvoline, we’re implementing structured training, mentorship, and progress ladders that help young workers see how far they can go. Part of the strategy is practical: paid on-the-job training, safety and technical certs, and accelerated routes to lead roles as soon as they’re ready.
We’ve also expanded employee assistance programs, flexible scheduling, and access to mental health resources. Our goal is to create a workplace where a young employee can grow confidence alongside competency, without sacrificing stability or personal well-being.
In conversations with young teammates, one recurring theme stands out: people want to be seen and valued. The basic acts—asking how school is going, providing feedback, pairing a new hire with a seasoned technician—can dramatically change a first job into a meaningful start to a career.
Coming Together: The Valvoline Work With Young Approach
The core of our approach is valvoline work with young people—structured training, mentorship, and clear ladders to more responsibility. This framework makes the difference between a line on a resume and a real, trackable career path. When a shop assigns a mentor, the new technician learns not just how to perform a task, but how to approach problems, manage time, and communicate with customers.
We also recognize the financial pressure many young workers face. By keeping schedules predictable, paying competitive wages, and offering tuition reimbursement for eligible courses, we connect daily job performance with long-term personal finance goals. That alignment is essential in an era when debt burdens and rising living costs loom large for many families.
A Broader Call to Action for Employers
Valvoline isn’t alone in facing these challenges. A growing number of employers are rethinking how they recruit, train, and retain young workers. Here are steps that have shown real value in our shops and beyond:
- Offer structured apprenticeships that pair on-the-job duties with formal learning, so a first job becomes a real skill-building platform.
- Invest in mental health support that’s accessible, stigma-free, and integrated into the work culture, not an afterthought.
- Provide predictable schedules and fair pay that reflect the demands of today’s young workers, helping them manage school, work, and personal finances.
- Create clear career ladders with measurable milestones to help young people see a future at the company and in their communities.
Ultimately, sustaining valvoline work with young is about more than turnover metrics. It’s about building a workforce that can ride out disruptions, adapt to new technology, and contribute in meaningful ways to the broader economy.
What This Means for Personal Finance and the Market
For young workers, stable employment with upward mobility can improve financial resilience. Wages that reflect rising living costs, affordable education options, and early access to savings and retirement plans all matter. Companies that invest in young workers’ growth tend to see lower turnover, higher engagement, and steadier performance, which can benefit consumers and shareholders alike.
In today’s economy, where interest rates, inflation, and student debt weigh on many families, a first good job can be a gateway to long-term financial stability. Employers who provide real growth opportunities—alongside robust support systems—are helping to turn crisis into opportunity, not just for workers, but for communities as a whole.
Looking Ahead: The Road to Renewal
We know that the crisis facing young people didn’t arrive overnight. It is the result of a complex mix of social, technological, and economic forces. What we can control is how we respond in the workplace. At Valvoline, the emphasis on mentorship, training, and meaningful work is designed to produce durable gains in well-being and earnings for young workers.
As the economy evolves, so will the needs of young people entering the workforce. Our commitment to the long view—investing in people today to fuel innovation tomorrow—remains constant. The experience of valvoline work with young teammates teaches a clear lesson: care for workers is care for customers, and care for customers is care for the brand. When a company invests in its young workers, it also invests in the future of the business and the broader economy.
"We see our best assets as the people who show up every day ready to learn. Supporting them early in their careers is not just the right thing to do; it’s how we ensure value for customers now and in the years ahead."
From the front lines of the shop floor to the finance desks of regional offices, the message is consistent: valvoline work with young has to be a priority. It’s a practical plan that aligns business needs with the needs of a generation seeking purpose, stability, and a pathway to financial security.
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