The Sandwich Generation Is Stressed Out, Low on Money and Short on Time
As millennials start to hit middle age—and boomers near their 80s—the number of Americans caring for both older and younger generations is poised to surge
As millennials start to hit middle age—and boomers near their 80s—the number of Americans caring for both older and younger generations is poised to surge
At 34, Kait Giordano is juggling her job, a newborn and two parents with dementia.
Just over a month into motherhood, she tends to her infant son and her live-in parents in the morning and afternoon, some days with the help of a rotating cast of paid companions at their Tucker, Ga., home. In the evenings, her husband, Tamrin, takes over while she colours hair.
They had already delayed starting a family when Kait’s father moved in a few years ago. Her mother moved in this year. “We chose to take this on,” she says. “We didn’t want to wait any longer.”
More Americans shoulder a double load of caring for their children and at least one adult , often a parent. The “sandwich generation” has grown to at least 11 million in the U.S., according to one estimate, and shifts in demographics, costs and work are making it a longer and tougher slog.
People are having children later, and they are living longer , often with care-intensive conditions such as dementia. That means many are taking care of elderly parents when their own kids are still young and require more intensive parenting—and for longer stretches of their lives than previous generations of sandwiched caregivers.
As the oldest millennials start to hit middle age —and baby boomers near their 80s—the number of Americans caring for older and younger family makes up a significant part of the electorate. Vice President Kamala Harris invoked the sandwich generation when she recently proposed expanding Medicare benefits to cover home healthcare.
“There are so many people in our country who are right in the middle,” the Democratic presidential candidate said on ABC’s “The View” this month. “It’s just almost impossible to do it all, especially if they work.”
Responding to the Harris proposal, former President Donald Trump ’s campaign said he would give priority to home-care benefits by shifting resources to at-home senior care and provide tax credits to support unpaid family caregivers.
The growing burden on this sandwich generation weakens careers and quality of life, and has ramifications for society at large. It is a drag on monthly budgets and long-term financial health.
A 40-something contributing $1,500 a month over five years to support an aging parent stands to lose more than $1 million in retirement savings, according to an analysis by Steph Wagner , national director of women and wealth at Northern Trust Wealth Management.
“It’s become incredibly expensive to manage the longevity that we’ve created,” says Bradley Schurman , an author and demographic strategist, who says that the demands of caring for older generations could push more people in midlife to retreat from the workforce, particularly women. “That’s a massive risk for the U.S. economy.”
Not too long ago, the typical sandwich caregiver was a woman in her late 40s with teenage kids and maybe a part-time job. Now, according to a 2023 AARP report, the average age of these caregivers is 44, and a growing share are men. Nearly a third are millennials and Gen Z. They are in the critical early-to-middle stages of their careers and three-quarters of them work full or part time.
Diana Fuller, 49, says being the go-to person for her 83-year-old mother’s care for more than four years has been stressful, even with her mother now living in a nearby, $10,000-a month memory-care centre in Charlotte., N.C. (Long-term-care insurance covers 75%; the rest is paid out of her mother’s savings.)
She has put on the back burner career goals such as ramping up the leg warmer business she started with her sister. She has missed moments such as her 9-year-old son’s school holiday concert last year because of her mother’s frequent hospital stays.
Her husband picks up a lot of the child care duties when her mom is in the hospital. Still, she says, “it often feels like everything is about to implode.”
The financial pressures are also growing for the sandwich generation. According to a Care.com survey of 2,000 parents, 60% of U.S. families spent 20% or more of their annual household income on child care last year, up from 51% of families in 2021. Meanwhile, the median cost of a home health aide climbed 10% last year to $75,500, data from long-term-care insurer Genworth Financial show.
Caregivers often risk paying for such costs in their own old age, financial advisers say. More than half reported in a 2023 New York Life survey that they had made a sacrifice to their own financial security to provide care for their parents on top of their children.
Many in the sandwich generation say they feel torn between the needs of their kids and parents. Liam Davitt , a public-relations professional, and his wife, Lisa Fels Davitt , recently moved from their Washington, D.C., condo to suburban New Jersey so that their 7-year-old son could be closer to cousins and go to a good public school. (They had previously paid for private school.)
That meant moving away from his 84-year-old mother in an independent living community. The long distance has made helping her even with little things more complicated, such as troubleshooting glitches with her iPhone. He recently enlisted a nearby fraternity brother to help her assemble a new walker.
An avid runner, he says he finds himself taking care of himself—avoiding potentially ankle-twisting mud runs and keeping up with his doctors’ appointments, for example—out of fear he won’t be able to care for his younger and older family.
“If all of a sudden I’m less mobile, then I’m more of a burden on my own family” says Davitt. He is planning to move his mother closer by.
The Giordanos, in Georgia, have made adjustments, too. With their newborn keeping them busy, they installed cameras and door chimes to help monitor Kait’s parents.
Her parents enjoy pushing their grandson in the stroller around the house while supervised, she says. When Tamrin comes home from work, he gives his in-laws dinner and medications while holding the baby.
The couple isn’t sure when they’ll have another child, which would require paying for more help.
“We may have to wait,” Kait said. “We’re very much living in the moment.”
A divide has opened in the tech job market between those with artificial-intelligence skills and everyone else.
A 30-metre masterpiece unveiled in Monaco brings Lamborghini’s supercar drama to the high seas, powered by 7,600 horsepower and unmistakable Italian design.
A divide has opened in the tech job market between those with artificial-intelligence skills and everyone else.
There has rarely, if ever, been so much tech talent available in the job market. Yet many tech companies say good help is hard to find.
What gives?
U.S. colleges more than doubled the number of computer-science degrees awarded from 2013 to 2022, according to federal data. Then came round after round of layoffs at Google, Meta, Amazon, and others.
The Bureau of Labor Statistics predicts businesses will employ 6% fewer computer programmers in 2034 than they did last year.
All of this should, in theory, mean there is an ample supply of eager, capable engineers ready for hire.
But in their feverish pursuit of artificial-intelligence supremacy, employers say there aren’t enough people with the most in-demand skills. The few perceived as AI savants can command multimillion-dollar pay packages. On a second tier of AI savvy, workers can rake in close to $1 million a year .
Landing a job is tough for most everyone else.
Frustrated job seekers contend businesses could expand the AI talent pipeline with a little imagination. The argument is companies should accept that relatively few people have AI-specific experience because the technology is so new. They ought to focus on identifying candidates with transferable skills and let those people learn on the job.
Often, though, companies seem to hold out for dream candidates with deep backgrounds in machine learning. Many AI-related roles go unfilled for weeks or months—or get taken off job boards only to be reposted soon after.
It is difficult to define what makes an AI all-star, but I’m sorry to report that it’s probably not whatever you’re doing.
Maybe you’re learning how to work more efficiently with the aid of ChatGPT and its robotic brethren. Perhaps you’re taking one of those innumerable AI certificate courses.
You might as well be playing pickup basketball at your local YMCA in hopes of being signed by the Los Angeles Lakers. The AI minds that companies truly covet are almost as rare as professional athletes.
“We’re talking about hundreds of people in the world, at the most,” says Cristóbal Valenzuela, chief executive of Runway, which makes AI image and video tools.
He describes it like this: Picture an AI model as a machine with 1,000 dials. The goal is to train the machine to detect patterns and predict outcomes. To do this, you have to feed it reams of data and know which dials to adjust—and by how much.
The universe of people with the right touch is confined to those with uncanny intuition, genius-level smarts or the foresight (possibly luck) to go into AI many years ago, before it was all the rage.
As a venture-backed startup with about 120 employees, Runway doesn’t necessarily vie with Silicon Valley giants for the AI job market’s version of LeBron James. But when I spoke with Valenzuela recently, his company was advertising base salaries of up to $440,000 for an engineering manager and $490,000 for a director of machine learning.
A job listing like one of these might attract 2,000 applicants in a week, Valenzuela says, and there is a decent chance he won’t pick any of them. A lot of people who claim to be AI literate merely produce “workslop”—generic, low-quality material. He spends a lot of time reading academic journals and browsing GitHub portfolios, and recruiting people whose work impresses him.
In addition to an uncommon skill set, companies trying to win in the hypercompetitive AI arena are scouting for commitment bordering on fanaticism .
Daniel Park is seeking three new members for his nine-person startup. He says he will wait a year or longer if that’s what it takes to fill roles with advertised base salaries of up to $500,000.
He’s looking for “prodigies” willing to work seven days a week. Much of the team lives together in a six-bedroom house in San Francisco.
If this sounds like a lonely existence, Park’s team members may be able to solve their own problem. His company, Pickle, aims to develop personalised AI companions akin to Tony Stark’s Jarvis in “Iron Man.”
James Strawn wasn’t an AI early adopter, and the father of two teenagers doesn’t want to sacrifice his personal life for a job. He is beginning to wonder whether there is still a place for people like him in the tech sector.
He was laid off over the summer after 25 years at Adobe , where he was a senior software quality-assurance engineer. Strawn, 55, started as a contractor and recalls his hiring as a leap of faith by the company.
He had been an artist and graphic designer. The managers who interviewed him figured he could use that background to help make Illustrator and other Adobe software more user-friendly.
Looking for work now, he doesn’t see the same willingness by companies to take a chance on someone whose résumé isn’t a perfect match to the job description. He’s had one interview since his layoff.
“I always thought my years of experience at a high-profile company would at least be enough to get me interviews where I could explain how I could contribute,” says Strawn, who is taking foundational AI courses. “It’s just not like that.”
The trouble for people starting out in AI—whether recent grads or job switchers like Strawn—is that companies see them as a dime a dozen.
“There’s this AI arms race, and the fact of the matter is entry-level people aren’t going to help you win it,” says Matt Massucci, CEO of the tech recruiting firm Hirewell. “There’s this concept of the 10x engineer—the one engineer who can do the work of 10. That’s what companies are really leaning into and paying for.”
He adds that companies can automate some low-level engineering tasks, which frees up more money to throw at high-end talent.
It’s a dynamic that creates a few handsomely paid haves and a lot more have-nots.
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