Younger employees are expecting more diversified and non-traditional well-being program offerings that are relevant to their needs while reflecting their unique generational perspectives.
We now have four generations in the workforce at the same time, each with very different perspectives on the world, their futures, their relationship to their employers and the role of work in their lives.
While it has always made sense that we cannot deliver universal "one size fits all" workplace well-being programs to an age-diverse employee population, it is particularly relevant in 2021, as employees emerge from the challenges of living and working in a pandemic.
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Research has shown that the toll of lockdown and isolation is not uniform across the employee population, with distinct differences in how they want employers to respond.
Related: Infographic: Gen Z's perception of the remote work environment
Christine Muldoon is vice president of strategy at WebMD Health Services. In an independent survey conducted for WebMD Health Services in October, 90% of Gen Z workers, (ages 18-25), said they were experiencing the greatest negative impact on their well-being – between 15 and 20 percentage points higher than their older colleagues. Looking at stress alone, 71% of Gen Z workers said the pandemic increased their levels of stress, compared with 51% of millennials, 46% of GenXrs (ages 40-55) and 37% of baby boomers (ages 56-74).
Furthermore, younger employees are more likely to be dissatisfied with their employers' programs, with a greater majority indicating that their employer was not doing enough to support their mental or physical health compared with older generations, even though their employers offered programs for both.
The disconnect between what employees want in a well-being program, and what they're getting, is likely rooted in fundamental generational shifts that are subtlety redefining the dynamic between workers and employers.
With millennials making up the largest portion of the workforce, and the first wave of Generation Z making its debut, these younger employees are expecting more diversified and non-traditional well-being program offerings that are relevant to their needs while reflecting their unique generational perspectives.
For example, our survey found that eight in 10 Gen Z workers think employers should offer mental and emotional health support, 11% more than millennials and Gen Xers. More than half of Gen Z workers and 48% of millennials want employers to address the social isolation of working from home with virtual programs supporting connectedness, compared with fewer than a third of GenXrs and less than half of millennials. Additionally, Gen Zs want employer well-being programs to embrace greater inclusivity, with more than half (56%) expecting employers to offer resources specific to the LGBTQ community, compared with only about one-third of GenXrs and Boomers.
Considering these generational shifts, a traditional benefit package will likely fall flat with younger employees. In addition to acknowledging the toll of the pandemic on younger employees, new offerings might need to expand beyond the typical boundaries of well-being programs to include areas that may not traditionally be seen as an employer's responsibility, including fertility and family planning, caregiver support, relationship and sexual health.
Supporting a multigenerational workplace
Gen Z and millennial employees may expect a different kind of well-being package than older generations, but once offered, they are far more likely to use it. Our research finds that Gen Z and millennial employees are generally three to five times more likely to make use of well-being programs than GenXrs or boomers. In fact, boomers consistently lagged in engagement regardless of offerings, including with more traditional benefits, such as at-home fitness programs. Our survey found that fewer than half of all boomers made use of them (45%) compared with 75% of millennials, 69% of Gen Xers, and 64% of Gen Z.
Although there are indeed gaps that need bridging, what's clear is that employers and employees agree on the value of well-being programs. More than eight in 10 large employers and half of small companies now sponsor at least one wellness initiative, with an investment of more than $8 billion per year. By engaging with employees on their unique well-being needs and recasting programs to meet the evolving needs of an age-diverse workforce, employers can realize the benefits of their efforts with what is now the largest segment of their workforce, both post-pandemic, and beyond.
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