Holistic and Inclusive Well-Being Strategies for a Multigenerational Workforce

BY Jessica Swenson | February 17, 2026

With 47,000 associates across 25 states and ranging in age from 15 to 70-plus, Karen Wilkins, VP of benefits for Waffle House, has experience supporting a diverse, multigenerational workforce. “The challenge is, how do we meet them?” she said. 

“How do we figure out what they need, what they want, how do we best take care of them, and how do we communicate?” she said during an executive panel discussion at From Day One’s Atlanta conference

As today’s workforce continues to grow and diversify across generations, employers are faced with a new challenge: how to create benefits and well-being programs that can meet a variety of needs? The session among experts was moderated by Kelly Yamanouchi, business team lead at The Atlanta Journal-Constitution.

Leaders Make Well-Being Work

Leadership participation in the benefits programs helps drive employee engagement as well, says Yasmin Meneses, dietitian and manager of consultant relations with Nutrium. If upper management engages in the programs and clearly knows what is offered, they’re more likely to communicate with their employees about them. Meneses suggests that clients get their leadership teams involved “because it's really going to drive the success of whatever well-being program you have in place today.”

Anant Garg, global VP of HR at BD, says that managers, not policies, are the number one driver of employee well-being. “We need to advocate for the principle that driving results and driving well-being are not mutually exclusive,” he said. If you don’t invest in good, effective managers who thrive at both, it doesn’t matter how good your benefits plan is, you won’t be able to drive holistic well-being for your employees.

Panelists shared how they support a diverse and multigenerational workforce 

The impact of engaged, empathetic leadership is something that Melanie Moore, Honeywell’s inclusion and engagement director, is personally familiar with. After Moore’s breast cancer diagnosis, her manager prioritized her health over her work and it completely changed the shape of her treatment and recovery. “Having a manager who is understanding and shows that care and concern for you makes a complete difference in how you even go through that journey,” she said.

With these perspectives in mind, how can employers ensure that their company cultures and benefit programming are built to suit multigenerational teams? 

Moore suggests tuning into employee workplace networks to help identify real day-to-day employee needs. This is how Honeywell learned that new parents were seeking a solution to ship breast milk after they returned to work and travel, and led to the recent launch of a new program designed to meet this need.

A Proactive Approach to Wellness

Meneses suggests a shift to a proactive approach, emphasizing the importance of reframing nutrition and fitness, which apply to everyone, as critical aspects of preventive care. 

While weight loss is a critical piece of the puzzle, she cautions against making it the sole focus. “It’s not just about that. It’s about holistic well-being and making sure that we’re inclusive of the entire population, and not just those who are looking to lose weight.” 

Lisa Keenan, regional VP of sales for One Medical, acknowledges that preventive healthcare “is not one size fits all. So we evolved to make sure that we’re meeting the needs of all generations,” she said. 

Keenan highlighted some of One Medical’s customized offerings: mental and sexual healthcare and family planning for millennials, perimenopause and menopause care for Gen X, and cognitive screenings and fall prevention education for older generations, all available via each age group’s preferred delivery methods, she says. 

To address the unique challenges of its frontline workers, Waffle House has expanded security and safety training and worked to reduce out-of-pocket employee healthcare costs. “Anyone on the health plan can use the free telehealth visits and get their prescriptions—most are generic—at no cost to them,” said Wilkins. Her team is also known for assisting employees in locating housing, emergency shelter, or financial resources, she says. 

The discussion underscored that there is no single blueprint for supporting a multigenerational workforce. What matters most is a willingness to listen, adapt, and lead with empathy, recognizing that well-being is not a static offering but an ongoing commitment. When organizations treat well-being as core to how work gets done, benefits programs become more than resources. They become a signal to employees that they  are supported at every stage of their lives and careers.

Jessica Swenson is a freelance writer and editor based in the Midwest. Learn more about her at jmswensonllc.com.

(Photos by Josh Larson for From Day One)

Related Stories

How HR Can Be a Strategic Partner in a Culture of Compassion and Accountability

In any business, it’s not only important to attract future employees, but to retain them for years to come. To do so, it takes many pieces of the puzzle to come together and make this goal a reality.Alison Smith, chief HR officer at Piedmont Healthcare, spoke about this with moderator Andy Miller, founder and editor of Georgia Health News, during a fireside chat at From Day One’s Atlanta conference. Smith highlighted various ways that HR teams can help to nurture compassion and accountability, especially in the area of healthcare. Smith pivoted to the healthcare industry from a previous role at Publix and quickly noticed the contrast between retail grocery and healthcare. In healthcare, the stakes are literally life and death, and she values how patient care makes the work both meaningful and complex, with a clear, lasting impact.How HR Teams Make Things HappenWhen asked about her goals as chief human resources officer, Smith mentioned how important it was to have a seat at the table where things happen. “It’s really important to be at that table, to have a seat at the executive table, and really be able to strategically lead the organization not just at where it is now, but where it’s going,” she said. It’s important to see what the growth strategy looks like and what human resources can do to encourage this growth, she says. “The other piece with HR is really making sure that you’ve got the talent, both now and what that succession planning piece is, and are you developing the workforce and keeping the workforce so that you're sustainable for the future in the long term.” The Importance of Both Hiring and RetentionA shortage of nurses as it pertains to both attracting and retaining these medical professionals is a big challenge in the healthcare industry today, says Smith. “With this shortage it makes it a little bit more challenging to figure out,” she said.“How are you going to design the workforce and how are you going to design the work to accommodate the fact that there’s just not enough folks to do the work that is needed down the road?” Thus, the focus needs to be on recruiting. When the company recruits, the focus is on the culture and how their employees are ambassadors of the culture. The organization builds relationships with colleges in the area and Smith states that with her prior company the outreach was also extended to high school students as these 17- and 18-year-olds will soon be graduating and considering future careers. Piedmont is hopeful to start doing this type of outreach as well, she says. A crucial part of retaining employees is knowing how they feel. One way to do so is through surveys. “We use the Great Place to Work tool, and we’ve really found that to be helpful,” she said. “We do an annual survey once you’re on that, but we actually do a lot of pulse surveys, too.”Alison Smith, CHRO at Piedmont Healthcare, spoke with Andy Miller, founder and contributing editor, at Georgia Health News, KFF Health News, and HealthbeatSurveys are sent to recently hired employees to understand their hiring and training experience and whether they feel supported. When employees tend to leave around a similar point in time, the HR team analyzes the feedback to identify why and uses those insights to refine recruiting and training.An employee’s relationship with their supervisor can also have a lot to do with retention, says Smith. Although compensation and benefits are extremely important factors, the appreciation of a supervisor towards their employees goes a long way. A “thank you” goes a long way. If the supervisor is supporting their employees, this can play a part in retention.“When you think about retention, that’s why people want to stay,” stated Smith. “They’re working for someone that they believe cares about them, that champions them, that’s invested in their growth, and that, in the end, means a lot more than anything else that you can do.”Getting Company Values AcrossAnother focal point to help recruit and retain is effective branding, which in this case, can mean showing how the company impacts its community. “Piedmont does a great job of trying to help people understand the community impact that it has,” said Smith. “We're a nonprofit, and so we give back a lot to the communities, and we spend a lot of time on trying to understand community needs.”Part of the branding success also relates to telling an authentic story. The Piedmont Promise Story is something the nonprofit does to highlight individuals within various departments of the team. During the weekly executive meetings, a different executive is tasked with telling a Promise Story about someone on the Piedmont team from any department and how they play a part in making the nonprofit a successful entity. Supporting Well-BeingMental health and well-being are another major focus, especially in healthcare. The company provides tools and resources to support team members and encourages them to seek help when they need it.“Having an environment where you’re encouraged to be supported is one of the first steps in creating an environment where people do actually go get the help that they need, because we know that it can be difficult,” Smith said.Compassion and accountability go hand in hand. When employees feel supported, they are more likely to stay with the organization for the long term.Kristen Kwiatkowski is a professional freelance writer covering a wide array of industries, with a focus on food and beverage and business. Her work has been featured in the Bucks County Herald, Eater Philly, Edible Lehigh Valley, Cider Culture, and The Town Dish. (Photos by Josh Larson for From Day One)

Kristen Kwiatkowski February 13, 2026

Matching Employee Expectations to Economic Realities: Where Leaders Should Focus

From expanded mental health support to virtual healthcare access, employers have adapted to employees’ evolving needs since Covid. But those offerings are only part of the picture. Many workers are also asking for more affordable healthcare benefits. How can employers respond to these requests, and what other forms of economic support do employees expect from company leaders?These concerns were addressed during an executive panel discussion moderated by Megan Ulu-Lani Boyanton, business reporter with The Seattle Times, at From Day One’s December virtual conference. Ulu-Lani Boyanton started off the session by asking what the panel guests often hear from their employees regarding healthcare wants and needs. “Employees want comprehensive benefits that make showing up to work easier as they grow and raise their families and care for their personal health,” said Gianna Cruz, director of client success at Maven Clinic.“In our latest State of Women’s and Family Health Report, 69% of those who were surveyed said that they would take or have considered taking a new role or a new job because it offers better reproductive and family benefits to them and their families,” said Cruz.“I think what we’re really seeing now is a push to personalization,” said John Von Arb, VP of total rewards for Essentia Health. Expanding voluntary benefit strategies in addition to the core benefits offered is what people are now looking for, he says. “Generational differences within the workforce today do drive a lot of the conversation around what the needs are because one size does not fit all anymore,” he said.Kimberly Young, SVP of total rewards at Amentum, a global leader in innovative technology solutions and advanced engineering, highlighted the importance of affordability and a work-life balance as benefits sought after by employees. “Obviously affordability is the number one priority, so a lot of the feedback is targeted towards the escalating costs,” said Young. “From a premium perspective they want turnkey care for a much lower cost.” “And they want something that covers a work-life balance,” added Young. “We find ourselves today trying to balance all of that.” How Employee Needs Changed Post-CovidThe needs of employees and their economic concerns have also changed since Covid. For healthcare industry professional Von Arb, it’s undeniable that Covid played a big part in changes within his organization. It was a “game-changer” for the industry, he said. Mental health support became a focal point, with about 150 employees trained in peer-to-peer support, he said.Since Covid, clients now view Maven’s benefits as a core part of a strong, effective benefits package rather than a nice-to-have, says Cruz. There’s also more of a focus on overall access to care, and specifically access that might have been limited during Covid. In general, there’s a push for equitable access in a virtual setting at a global scale.  Post-Covid, there’s been a greater emphasis on mental health and wellness, Young says, along with increased focus on activity and flexibility as many employees continue transitioning back to work. Meeting Employee Expectations Regarding BenefitsThe panelists shared a range of approaches to meeting employee expectations, from offering greater choice and flexibility in plans to providing holistic support, chronic disease management, and tools that support lifestyle changes.Panelists spoke about "Matching Employee Expectations to Economic Realities: Where Leaders Should Focus" during the virtual panel session (photo by From Day One)Essentia Health strives to handle much of its benefits in house from the health plan perspective, Von Arb says, while identifying gaps where additional support is needed. The organization continues to focus on chronic disease management, covering weight loss medications such as GLP-1s, and exploring options that support lifestyle and life management changes.The organization also “built out a more robust value-based design strategy,” he said. This is done by getting groups of leaders together from the various departments. Doing so helps to answer the question, “How do we get members to engage with their own health journey?”Young stated that choice and flexibility based on different plan designs along with a robust mental health program were some solutions her company has offered to employees. “We’ve tried to introduce a variety of benefits that touch all aspects of the employee experience,” said Young. Cruz added that employers are expanding women’s and family health benefits and that employees increasingly expect more holistic support. She is especially enthusiastic about Maven’s maternity program, which helps employees in rural or underserved areas access care and supports them throughout pregnancy and the post-pregnancy period.How Technology Plays a RoleTechnology is also changing workers’ support in a major way. “Technology extends the ability for individuals to access, not just care, but high quality care if they live in an area where access is limited for whatever reason,” said Cruz. “Clients really utilize Maven’s round-the-clock virtual support.” “We’re focused on data-driven personalized coordinated care and helping employers deliver that to their employees and we’re also really focused on offering a seamless patient experience,” said Cruz. Technology and AI can really help members with their journey. When AI is used, it can help employees navigate all the options from a healthcare perspective, says Young. Personalization is vital because everyone’s journey is different. But to be effective, it has to be employee friendly, Von Arb said. From an HR perspective, many AI tools have made progress in this area, though some payroll, benefits, and HR systems still lag in using AI to support the employee experience.Ultimately, the discussion underscored that effective benefits strategies are no longer about adding more offerings, but about designing systems that are accessible, affordable, and responsive to employees’ real lives. As expectations continue to evolve post-Covid, employers face growing pressure to listen closely, personalize thoughtfully, and leverage technology in ways that genuinely support health, well-being, and long-term economic security.Kristen Kwiatkowski is a professional freelance writer covering a wide array of industries, with a focus on food and beverage and business. Her work has been featured in Eater Philly, Edible Lehigh Valley, Cider Culture, and The Town Dish. (Photo by Benjamas Deekam/iStock)

Kristen Kwiatkowski January 07, 2026

How Corporate Leaders Are Personalizing Well-Being for a Multigenerational Workforce

A patient walks into a doctor’s office complaining of a persistent stomach ache. A traditional healthcare package might lead to specialists, scans, and tests, but what if the real issue isn’t physical at all? “If they’re able to talk about it, and they’re able to really understand what’s going on with them from a mental standpoint, behaviorally, it may just be they’re dealing with stress and anxiety,” said Joan Kronick, the VP of sales at One Medical. This story highlights a critical disconnect in today’s workplace, where the systems designed to support employees—from healthcare to benefits packages—are often incongruent with the lived experiences of a workforce that now spans five generations. Kronick spoke with other executives on the matter during a panel discussion at From Day One’s Midtown Manhattan conference. It Starts With CareJillian Morgan, the director of community and wellness at IPG Media Brands, saw her transition into a corporate role as a licensed clinical social worker as a natural evolution since both roles revolve around care. “We think about the human experience and the value that is inherent in every single being,” Morgan said. “Caring for your employees is essential. They are the backbone of your company. It’s not optional to take care of your employees, because you need them to thrive.”Panelists spoke about "Inclusive Well-Being Strategies for a Multigenerational Workforce" This philosophy set the tone for the panel discussion moderated by Tania Rahman, the social media director at Fast Company. The conversation, titled “Inclusive Well-Being Strategies for a Multigenerational Workforce,” brought together leaders from HR, benefits, and wellness departments to tackle a central question: how can companies design wellness strategies that meet everyone’s needs in an era that spans five generations of workers, from Gen Z to Baby Boomers. Morgan says the answer starts with a simple practice. “Listen first, design second,” she said. “Don’t assume the needs. Find out what the needs are.”Start by Listening, Then Listen Some MoreThe panelists all agreed that the foundation of any successful employee well-being strategy is a robust, multi-layered approach to employee listening. “People want to be seen, they want to be valued, and they want to be heard,” Morgan said. “So what are the spaces we create to actually listen?”Marina Vassilev, the VP and head of total rewards for North America at Schneider Electric, employs a variety of channels. “We use multiple channels of listening, pulse surveys, total reward surveys that we run every couple of years [in addition to] focus groups,” she said. “We have close partnerships with our employee resource networks, because they give us a great opportunity to understand any unmet needs of a specific group.”Alain Bernard, VP of corporate HR at Quest Diagnostics, emphasized the importance of equipping leaders to listen during team huddles and leveraging mobile technology for feedback. Jon Lowe, chief people officer at DailyPay, offered a more direct method. “Spend time with your frontline employees,” he urged, recalling his time at Amazon. “I typically would pack boxes during the holiday season.”Identifying Commonalities in a Diverse WorkforceWhile it’s essential to understand generational differences in the workplace, all employees share the same fundamental needs. “We’re not all that different anyway,” Bernard said. “When you really talk to people at the heart of the matter, you look at the financial crisis that people are dealing with. You look at the mental health challenges coming out of Covid.”Three areas consistently rose to the top during the conversation: mental health, flexibility, and financial wellness. Vassilev agreed, these needs manifest differently across generations, so a one-size-fits-all approach often fails. “From a benefits perspective, it sometimes manifests itself differently for financial well-being,” she said. “The offer that we have for individuals who are just joining the workforce is very different. We’re looking at student loans and credit card debt and saving for a mortgage, and then the individuals who are close to exiting the workforce need a lot of retirement consulting and advice.”Evolving Beyond an Outdated Benefits ModelThe conversation focused on moving beyond traditional benefits packages. Lowe challenged the audience to think more creatively about ways to deploy finite resources. “Dollars are fungible, right? And so the way that we seek to go and deploy those doesn’t have to fall into the traditional mold of what benefits are supposed to look like,” he said.Lowe questioned whether conventional offerings like vision care were as valuable to some employees as a streaming service subscription or a childcare subsidy would be. “If you understand the journey that your people are on, then you can start to go and figure out on that barometer of what creates the highest degree of utility for the scarce amount of resources that we have.”Benefits packages that allow holistic care and encourage preventive care, allowing employees to take ownership of their health journeys are essential, says Kronick. Determining if benefits programs are effective requires a mix of real-time feedback and data mining. Benard pointed to utilization rates, vendor management, and feedback. Vassilev described having success with large, anonymous virtual focus groups that even included manufacturing employees. The Role of AI in Mental HealthRahman cited a 2025 study that showed 49% of AI users who report mental health challenges use major large language models (LLMs), such as ChatGPT, Gemini, or Claude for therapeutic support. Around 63% of these people report that using LLMs improved their mental health, while 36% found AI programs more effective than human therapists. “It allows people to remove the stigma of having to ask for help,” Morgan said. However, she cautioned that AI lacks the nuance of a trained professional and should be used to navigate people to the right human help, not replace it. AI is used at One Medical as a tool to help providers listen more intently and transcribe conversations, not for diagnosis, says Kronick. Ultimately, to improve workplace well-being, Kronick emphasized grounding decisions in real evidence: “Look at your clinical data, really understanding where your employees are spending their time.” Vassilev agreed, highlighting the importance of employee listening. “Think about it holistically,” she said. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)

Ade Akin December 01, 2025