Meeting the generational needs of the workforce

There’s no doubt that well-being in the workplace is an area of growing focus, and rightly so. Studies have shown that higher levels of mental and physical health have a positive impact on productivity and, ultimately, company performance. 

Mental illness is the leading cause of disability in Canada and, according to the Centre for Addiction and Mental Health (CAMH), in any given week, at least 500,000 employed Canadians are unable to work due to mental health problems. 

What’s encouraging is that 71 per cent of global employers now offer a defined wellness program to help employees improve their well-being. And North America is leading the way, a trend that is on the rise, according to a 2018 report from the Top Employers Institute.  

While having wellness programs in place is good news, it’s only part of the equation. The growing focus on well-being also points to a larger — and necessary — shift for group benefits overall. 

Plan sponsors need to look beyond traditional benefits to design a package that considers employees’ differing needs, while taking a more holistic view to wellness that factors in mental health and other life challenges. 

Generational differences

For example, just more than half (57 per cent) of working millennials in Canada ranked their mental health as good or excellent — considerably less than baby boomers (79 per cent) or gen Xers (67 per cent), according to a recent survey from RBC Insurance. This trend extended to their overall well-being, financial health, job satisfaction and positive opinions of their employer.  

The flexibility and customization of benefits are important to the vast majority of working Canadians, and one area in particular where this is key for mental health is wellness programs. Seventy-one per cent say a tailored, personalized program would have a positive impact on their mental health, among other categories. 

Younger workers are even more likely (77 per cent) to believe that their mental health would be positively impacted by personalized wellness programs compared to gen Xers (70 per cent) and boomers (61 per cent), found RBC.

The results underscore the evolving business case for workplace wellness, which used to be primarily about general health improvement and positively impacting the claims experience. 

While that remains an important objective, over the years, it became increasingly evident that there is a significant connection between demonstrating that you care about employees and having a positive impact not only on engagement and productivity but also mental health.  

This is especially true as the line between work and personal life becomes increasingly blurred and societal expectations alter the perception of employers’ obligations to employee health. In fact, the RBC Insurance survey reveals that nine out of 10 working Canadians agree that they are more likely to work for an employer that cares about their overall health and well-being, and younger workers are more likely to strongly agree.

Steps to improving mental health

So, how can HR leaders and plan sponsors ensure they are actively supporting and best meeting the changing generational needs of employees?

Here are some steps for improving mental health in the workplace and motivating employees to improve their overall well-being:

Design and regularly review packages: Changing demographics in the workplace and technology have impacted the expectations of group benefit plans, driving the need for change in the way packages and programs are designed and delivered. Employers should review benefits packages regularly, especially as generations enter and leave the workplace, as this is something that can largely influence their morale and overall health. Communicating changes — and why — is critical to ensure plan members understand their coverage.

Create a culture of caring: While investing in wellness programs is beneficial, it’s equally important to have leaders who support and promote a wellness culture. Despite increased awareness, some stigma around mental health in the workplace remains, and employees are still hesitant to ask for help. Employees with a workplace wellness culture are also more likely to be satisfied with their job and perceive their health in a more positive light, according to the 2019 Sanofi Healthcare Survey. 

Provide training and support: Do you provide adequate support to managers and supervisors, including awareness and communication of all the resources to which employees have access? Often, managers and supervisors can see signs that an employee is struggling and are, therefore, well positioned to provide available steps for getting assistance. Yet, according to the Sanofi survey, only half of plan sponsors have a mental health training program in place to help managers spot the signs. Employers should ensure senior staff are aware of the support available under their group benefits, especially if wellness and employee assistance programs are available as part of the package. 

Be strategic: There’s a larger need for plan sponsors to make strategic investments in health and wellness rather than implementing one-off programs. It’s about investing the time and resources to understand the needs of employees, and using available data from employee surveys, claims experience reports and health risk assessment reports to ensure investment in areas that will address their needs. 

Provide personalization and flexibility: Plan members are clear that flexibility and customization are important, whether for benefits overall or wellness programs. Choice and an approach that is customized to an individual’s specific health-related interests and goals are the keys to success. People are more motivated when they find the “So what?” factor that means something to them, which increases the chances they’ll meet their health-related goals and maintain higher levels of well-being.  

Younger workers are more likely to believe they would be positively impacted by personalized wellness programs, in terms of their physical health, mental health, job satisfaction, productivity and opinions of their employer. However, each age group has distinct differences when it comes to motivations and needs for their well-being. 

As employers deal with an evolving and increasingly diverse workforce that spans several generations, it’s clear that a one-size-fits-all approach is no longer as effective or even desirable. 

Julie Gaudry is senior director of group insurance at RBC Insurance in Toronto. For more information, visit www.rbcinsurance.com/group-benefits.