Have you noticed how lunch conversations with friends have evolved from when you were in your 20s to now, in your 30s or beyond?

These days, health seems to be a big part of our lives. We’ve moved from indulging in rich meals and sugary drinks to choosing healthier options like veggies, sugar-free beverages, or just water. And it’s not just about what we eat—people are also more open to sharing tips on maintenance medications, supplements, and how they handle those occasional aches and pains that come with age.

But it’s not just health that’s changed. Conversations often drift towards work and generational dynamics, especially with Gen Z joining the workforce. We find ourselves discussing their habits, preferences, and work styles, and you can bet that Gen Z is having similar discussions about us, too. 

As the workplace becomes increasingly diverse, Gen X, Y, and Z employees create a healthy mix of ideas, talents, and perspectives. One challenge, however, is responding to the diverse health and wellness needs of employees from different generations.

For example, Thornton (2023) reports that Gen X employees (born from 1965 to 1980) prefer preventive health measures, health and fitness education, programs to assist with family responsibilities and retirement planning advice. Some of these employees are taking care of elderly parents while also grappling with their own health and wellness problems.

On the other hand, Gen Y, or Millennials, born from 1981 to 1996, prefer digital and online tools for wellness, social engagement, and support. They also want wellness programs and challenges to stay motivated and achieve health and fitness goals. According to Thornton (2023), the Millennials also crave volunteer opportunities and mental health support programs.

Like the Millenials, Gen Z employees (born in 1997 and later) want mental health support, digital wellness tools, and volunteer opportunities. They also prefer time and stress management tools.

Fortunately, in the Philippines, several legal mandates promote inclusivity and diversity in the workplace, ensuring that all employees are supported. 

Key laws include:

Mental Health Act (RA 11036)
Prohibition of Discrimination Against Women (RA 6725)
Anti-Sexual Harassment Act (RA 7877)

In addition, other important legislation contributes to fostering an inclusive work environment:

Solo Parents Act (RA 8972)
Anti-Age Discrimination in Employment Act (RA 10911)
Magna Carta for Disabled Persons (RA 7277 and 9442)

To better understand how these laws impact workplace wellness programs, let’s explore some examples that highlight the importance of catering to the unique needs of different employee groups.

For instance, research underscores the importance of tailoring mental health and wellness programs to different demographics. Luttrell et al. (2024) found that different generations, shaped by unique historical events, have varying preferences for mental health programs. Meanwhile, Artz and Kaya (2022) concluded that women, more than men, often report experiencing physical and emotional exhaustion. To address these needs, organizations should prioritize asking women directly how best to support them, rather than defaulting to generic wellness programs.

Single parents, too, face distinct health and well-being challenges compared to individuals who are single or married. According to the Mental Health Foundation (2019), single parents value well-being workshops where they can share their struggles with others in similar situations. These workshops offered tools and techniques to help them cope with feelings of failure and the financial stress of raising children alone.

Similarly, the Anti-Age Discrimination Law (RA 10911) addresses the challenges faced by the more experienced workforce. They bring valuable experience, high-level business acumen, and a strong work ethic. Empowering them through an inclusive wellness program can greatly support this demographic.

On the other hand, Persons with Disabilities (PWDs) also face unique challenges in the workplace. Many fear disclosing their disabilities due to concerns about discrimination, yet they also seek visibility to advocate for their community. As Kulkarni (2021) points out, creating an inclusive environment is crucial for preventing stigma and providing meaningful support to employees with disabilities.

By understanding the specific needs of each group and aligning workplace wellness programs with these legal mandates, organizations can create an environment where all employees, regardless of background, feel valued and supported.

Putting the Pieces Together

If you’re responsible for developing company programs and benefits that address the health and wellness needs of Gen X, Y, and Z employees, as well as legal requirements, here are some tips for crafting an inclusive and intergenerational strategy.

First, start by forming a health committee and enlisting allies, like health and wellness champions in the workplace. These are the folks who stand out with their dedication to fitness and love for sharing tips on staying healthy and encouraging good habits. By including them in the committee, you’ll have strong advocates who can help drive initiatives and gain management support.

Second, the health and wellness committee should develop an inclusive health and well-being strategy by gathering input from various departments and considering feedback from diverse perspectives. This collaborative approach helps ensure that the strategy is both inclusive and widely supported across the organization.

Third, collaborate with the strategy and communications department to effectively promote the health and wellness strategy. Identify “influencers or key opinion leaders (KOLs)” within your organization who can help amplify the message and drive engagement. As Goldstein (2024) noted, “effective communication is the glue that holds wellbeing initiatives together.” Leverage diverse communication channels to ensure everyone in the organization understands the objectives, benefits, and available resources, and can easily share their feedback.

Finally,  find a telehealth provider that can assist in collecting and automating employee health data to develop more strategic wellness programs. This partner can also help assess current health and well-being policies and track the progress of the wellness strategy. As Thomas Monson wisely stated, “When performance is measured, performance improves. When performance is measured and reported, the rate of performance accelerates.” A data-driven approach ensures that the wellness strategy is not just a plan on paper but a measurable and actionable initiative that drives real results.

In conclusion, prioritizing health and wellness for all generations is essential for creating an inclusive, engaged, and productive workforce. By implementing a comprehensive wellness strategy, you'll nurture a thriving, multi-generational team where every generation—be it Gen X, Y, or Z—can collaborate and succeed together.

References:

 

• Artz, B., Kaya, I., & Kaya, O. (2022). Gender role perspectives and job burnout. Review of Economics of the Household, 20(2), 447-470.
• Goldstein, N. (2024). How to craft an effective employee wellbeing strategy. https://www.togetherplatform.com/blog/how-to-craft-an-effective-employee-wellbeing-strategy.
• Kulkarni, M. (2022). Hiding but hoping to be found: workplace disclosure dilemmas of individuals with hidden disabilities. Equality, Diversity and Inclusion: An International Journal, 41(3), 491-507.
• Mental Health Foundation. (2019). Single parents wellbeing. mentalhealth.org.uk/sites/default/files/2022-09/MHF-single-parents-wellbeing-evaluati on.pdf
• Tamers, S. L., Streit, J., Pana-Cryan, R., Ray, T., Syron, L., Flynn, M. A., Castillo, D., Roth, G. Geraci, C., Guerin, R., Schulte, P., Henn, S., Chang, C., Felknor, S., & Howard, J. (2020). Envisioning the future of work to safeguard the safety, health, and well-being of the workforce: A perspective from the CDC’s National Institute for Occupational Safety and Health. American Journal of Industrial Medicine, 63(12), 1065. https://doi.org/10.1002/ajim.23183
• Thornton, J. (2023). Keeping five generations of workers happy with their benefits. . https://insurancenewsnet.com/innarticle/keeping-five-generations-of-workers-happy-wi th-their-benefits

 

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