EY's approach to well-being has multi-generational appeal

• Key insight: Discover how integrated L&D and well-being reshape multigenerational retention strategies.
• Quote: Leslie Patterson, EY inclusiveness leader, stresses benefits are futile without cultural permission.
• Supporting data: External EY survey found only 36% of 5,000 employees reported receiving professional growth tools.
  Source: Bullets generated by AI with editorial review

Catering to multiple generations in a workforce is tough, but certain benefits and company priorities have universal appeal, and executing them well can help future-proof your business.  

EY's latest generation survey shows setting employees up with professional growth opportunities and a culture rooted in well-being are two ways employers can make a large impact on all age groups. But simply advertising these things is not enough: The key to success for both is smart implementation and leadership buy-in, says Leslie Patterson, EY Americas and U.S. inclusiveness leader. 

"You can have the benefits and the total rewards, but it's how they're being used that matters. If you are not working on a team or in a culture that says it's okay to take paternity leave or it's okay to explore whatever that newest benefit might be, it's all for not," she says.

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Making development part of employees' experience

Only 36% of the 5,000 employees EY surveyed said their company was providing them with professional growth tools and opportunities. Gen Z workers were most likely to say they felt their employer was investing in them, but older generations, including baby boomers, want learning and development (L&D) to be part of their experience as well. However, 19% of baby boomers said they don't know where to start, and 11% said they feel stuck in their current role. 

Patterson notes that L&D is more powerful when it is integrated into people's day to day. Managers at all levels need to be empowered to create time and space for their team members to participate in learning opportunities, which, especially for those in leadership positions, should include communication training as well as the skills needed for current and future roles, she says. 

"It's the combination between the technical skills you need to get the job done and to get to that next level, as well as durable skills," she says. "For example, how do you give feedback? How do you have a conversation just in time? How do you write a performance review? Over time, some of that might have not been as much of a priority."

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At EY, all newly-promoted team members across every rank participate in a year-long pathway experience. Some are in person, some are self paced, and there is a consistent focus of on-the-job application. It also creates a sense of camaraderie among those going through it, Patterson explains.   

"Each experience helps them build leadership capabilities as the responsibilities increase, as well as to just help them feel good through learning something new. There's this intrinsic feeling of L&D when you're given different opportunities, even if it's not specifically related to your job right now. How you blend that is critically important and a part of a benefit as well," she says.

Creating a habit of checking in

To ensure its employees feel they have permission to maximize their schedules EY has its teams participate in Team Accelerator, where they discuss how and where work happens, and how best to optimize their workdays. 

Leaders use employee survey information and listening feedback to keep a pulse on how people are doing, where they might need more support, and what kinds of benefits might need to be brought in. For example, following COVID it became clear that coming into the office was creating stress for pet owners. HR examined their offerings and brought in a pet benefit that helped alleviate employees' concerns. 

EY also created a vitality index, an AI-powered tool that gathers information about an employee's wellness, and how that matches up to metrics on benefits usage. It includes questions such as are you feeling supported, are you able to seek out opportunities for growth and do you feel that you're valued. Then it examines things like how much PTO that employee took, how many hours they put in, and if they received any recognition awards. 

"When you look at the link between those two, there was a direct linkage between well-being support and improved outcomes for both our people and for the business," Patterson says. "It helps us spot trends on teams where, such as no one's taken any vacation, and no one has gotten any recognition awards … so well-being scores are low. Leaders see it on their dashboard, and then we give them thoughts around having a conversation [with their team members] about taking time off or examining their workload." 

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When a company's investment in its employees' growth and well-being is evident on a regular basis, it creates an environment where people feel valued and work hard, says Patterson. 

"It's about how people experience an organization every day through its decisions and behaviors," she says. "Employers that continue to adapt and listen to what their people need across generations are going to benefit from having a resilient organization and people who are ready to perform at their best."