Canadian HR Reporter

By Lori Casselman F or the fi rst time in history, fi ve gen- erations will soon be working side by side. is poses one of the biggest challenges facing HR teams today. How do HR lead- ers innovate in a way that continues to pro- vide fair and equal experiences across the company? e millennial and baby boomer trade- off often means many companies find themselves struggling to do so. Today, 40 per cent of the global work- force is made up of generation Z and mil- lennials — by 2025, it will be 75 per cent. As the largest workforce population, mil- lennials are being credited (and blamed) for signifi cant changes to the status quo. e reality is we should commend them. Despite sometimes getting a bad rap, mil- lennials are having a positive impact on our culture, workplace and government. eir infl uence has led companies to feel pressured to evolve in a way that benefi ts everyone. ey have forced companies to rethink fl exibility, meetings and cubicles — a day at work doesn't always have to mean being at the offi ce or clocking in from nine to fi ve. Millennials have forced businesses to look beyond profi t to having a wider, posi- tive impact on society. ey have put a fo- cus on personal health that is more proac- tive and holistic, changing the nature of the products and services in the market today. How this group thinks about their health in particular is having a wider impact on the rest of the workforce. When it comes to em- ployee health and benefi ts, the complexities become ever more strained for HR leaders trying to navigate demand and the need for equality. at's because one-size-fi ts-all health plans and an inconvenient access model no longer meet expectations. So, let's break it down. Mental health: e younger workforce, both gen Z and millennials, place a higher level of importance on psychological health than other generations. is has driven the discussion for improved support for work- life balance, along with prevention tools and resources to support mental health in the workplace — pushing companies to evolve. Physical health: Baby boomers place a greater emphasis on benefi ts that support their physical health, as this generation will be entering their senior years with higher rates of chronic conditions such as obesity and diabetes. Health care and benefi ts: One of the biggest diff erences among all generations is the way in which these groups seek out health information. Gen Z and millennials instinctively turn to digital technologies as a channel to fi nd relevant health advice, whether it's found on websites, through apps, or from friends and family via social media. Baby boomers, on the other hand, will seek out professional advice most often in- person. is transcends to the access and application of health benefi ts, in that the younger generations are comfortable both accessing and sharing their personal health resources and information digitally. For HR leaders, fi nding the right provider is critical to providing quality health sup- port and coverage for their teams — one that is fl exible not only in the coverage it off ers, but in the way members can interact with their plans. Gen Z and millennials will want to do everything related to their health digitally, through their mobile phones. Gen X may prefer web-based options, while many baby boomers still prefer a paper-based approach. e struggle for HR goes beyond access to personalization. How can businesses provide personalized, supportive health benefi ts for people who have vastly diff erent needs? e traditional model of employer- sponsored insurance plans fails to deliver, leaving consumers feeling neglected. A new path Today, new methods are emerging that are changing the nature of health plans and wellness programs in the workplace. e consumer-driven demand for personal- ized, integrated services has created a turn- ing point for employers and the insurance industry alike. Moving from a structured insurance plan to one with personalization and fl exibility will be the new reality. e health-benefi ts provider of tomorrow will be one that will transform its business model, moving away from premiums to value-added services charged on a subscription basis, oriented around the consumer — a model that en- courages and drives usage and engagement, rather than restricts it. For employers, this is good news. e significant investment businesses place in health care for staff can go further with the rise of spending accounts and a more consumer-driven model. Increasingly, the health benefi ts employees value go beyond traditional benefi ts such as vision or dental to include osteopaths, naturopaths and fi t- ness classes such as yoga. As the most health-conscious generation in decades, millennials are the driving force behind the popularity of these plans due to the fl exibility to choose what is — and what is not — covered. And all generations are getting behind it. HR leads are navigating this changing nature of work. ey are seeing that em- ployees are expecting more from their em- ployers, and learning that the workforce is starting to view health resources as a critical part of the employment proposition. Furthermore, employers are learning the benefi ts of maintaining a healthy workforce to the business and the economy overall. HR has an opportunity to transform health benefi ts into something fresh and new: Health engagement. ese additional options target physical, mental, fi nancial and emotional well-being — and change the nature of benefi ts from reacting to illness to taking steps to prevent it. In an increasingly competitive land- scape, employers are looking for new ways to attract and retain all valued employees at their organizations. It's becoming clear that in order to innovate, companies must appeal to the millennial and gen-Z work- force — but that does not have to come at the expense of other generations. With the priority these groups put on health, and the wider benefi ts that brings to the entire cross-generation talent pool, it's truly a win-win situation across the board. Lori Casselman is the Toronto-based chief health offi cer at League, a next-generation health com- pany dedicated to simplifying and modernizing the employee benefi ts experience. For more infor- mation, visit www.league.com. New methods are emerging. Moving from a structured insurance plan to one with personalization and fl exibility will be the new reality. Credit: wavebreakmedia (Shutterstock) WELLNESS FEATURES Changing health plans and wellness programs can accommodate multiple generations in the workplace

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