The 7th annual MAD World Summit

Workplaces have long been designed with a one-size-fits-all mentality: rigid layouts, bright lighting, and noisy open plan layouts that prioritise efficiency over individuality. But in today’s world, where innovation is fuelled by diversity, these outdated spaces no longer serve the needs of modern employees. For organisations to thrive, they must embrace inclusivity at every level, and neuro-inclusive design is central to this transformation.

How thoughtful design unlocks potential, drives innovation, and fosters belonging

Neuro-inclusive design isn’t just about making workplaces accessible; it’s about creating environments where everyone, regardless of their neurological makeup, can succeed. Neurodiversity encompasses conditions like autism, ADHD, dyslexia, and sensory processing disorders, which affect how people perceive and interact with the world around them. By designing for neurodiverse individuals, companies unlock untapped potential, foster innovation, and create spaces that empower employees to bring their full selves to work.

Understanding neurodiversity and its value

Neurodiversity is not a deficit, it’s a strength. People with autism or ADHD, for example, often excel in areas like problem-solving, pattern recognition, and creative thinking. Their unique cognitive profiles allow them to approach challenges from angles others might not see.

Take the tech industry as an example. Companies like Microsoft, SAP, and Dell have embraced neurodiverse hiring initiatives, recognising the incredible value these individuals bring. People with autism often have heightened abilities in focus and detail-oriented tasks, making them exceptional at identifying software bugs or optimising code. Similarly, individuals with ADHD may bring unparalleled creativity and out-of-the-box thinking that lead to innovative solutions.

The ability to see challenges through a different lens is not just beneficial; it’s transformative. In an increasingly complex and fast-paced world, organisations that harness the power of neurodiversity gain a significant competitive edge. They solve problems faster, innovate more effectively, and build teams that reflect the complexity of the world they’re designing for.

Why neuro-inclusive design matters

Despite the value neurodiverse individuals bring, traditional office spaces can present significant barriers to their success. Environments with bright lights, constant background noise, and open-plan layouts can overwhelm individuals with sensory sensitivities, making it difficult for them to focus or feel comfortable. In contrast, neuro-inclusive design creates spaces that empower employees to thrive by accommodating their unique needs and preferences.

Here’s why embracing neuro-inclusive design is so important:

1. Unleashing potential: By removing barriers, companies enable neurodiverse employees to perform at their best, unlocking exceptional problem-solving skills, heightened focus, and creativity.
2. Fostering innovation: Cognitive diversity fuels innovation. When people with different ways of thinking collaborate, they generate ideas and solutions that wouldn’t emerge in homogeneous teams.
3. Enhancing well-being: Inclusive spaces send a powerful message: “You belong here.” This boosts employee morale, loyalty, and mental health, reducing turnover and absenteeism.
4. Aligning with modern values: Inclusivity is no longer optional; it’s a business imperative. In the Knowledge Era, where purpose and trust drive success, creating spaces that reflect these values is essential for attracting and retaining top talent.

Principles of neuro-inclusive design

To create workplaces where everyone can thrive, organisations must go beyond accessibility measures and incorporate neuro-inclusive principles into their designs. These principles include:

1. Sensory-safe environments:
   • Quiet zones: Designate areas with minimal noise where employees can focus without distractions. Soundproof pods or rooms can provide much-needed escapes from the hustle and bustle of open offices.
   • Acoustic control: Use materials that absorb sound and reduce echo, creating a calmer auditory environment.
   • Lighting: Offer adjustable lighting options to accommodate sensitivities. Natural light, dimmable fixtures, and warmer tones can reduce visual strain and create a more soothing atmosphere.
2. Flexible and modular spaces:
   • Allow employees to choose the environment that suits their needs, whether it’s a quiet pod for deep work, a collaborative hub for brainstorming, or a comfortable lounge for decompression.
   • Incorporate ergonomic furniture and sensory-friendly materials to enhance comfort and support different working styles.
3. Personalised control:
   • Provide tools that allow employees to customise their environments, such as noise-cancelling headphones, height adjustable desks, ergonomic seating, and individual temperature controls.
   • Use smart technologies that enable individuals to tailor their spaces to their preferences, such as app-controlled lighting or white noise generators.
4. Clear navigation and structure:
   • Use clear signage, visual cues, and intuitive layouts to make spaces easy to navigate.
   • Create designated zones for different activities, such as collaboration, focus, and relaxation, so employees know exactly where to go for their needs.
5. Biophilic and wellness design:
   • Incorporate natural elements like plants, natural light, and organic materials to create a calming and restorative atmosphere. Studies show that biophilic design reduces stress, boosts focus, and enhances overall well-being.
   • Introduce wellness rooms or mindfulness spaces where employees can decompress and recharge during the workday.

Lessons from the tech sector

The tech industry has long been at the forefront of embracing neurodiversity. Companies like Microsoft and SAP have pioneered hiring programs specifically designed to attract neurodiverse talent, recognising the unique strengths these individuals bring to solving complex technical problems. But hiring is only part of the equation, ensuring neurodiverse employees thrive requires thoughtful workplace design.

For instance, SAP created workspaces that include quiet rooms, adjustable lighting, and sensory-friendly materials. These accommodations allow neurodiverse employees to work comfortably and productively, resulting in higher retention rates and improved performance. Similarly, Microsoft’s inclusive hiring initiatives are supported by workplace adjustments tailored to neurodiverse needs, enabling employees to excel in roles like software testing, where attention to detail is critical.

The success of these programs demonstrates a clear message: when companies invest in creating environments where neurodiverse individuals can thrive, the return is measurable in innovation, employee satisfaction, and business outcomes.

The power of authenticity

The things that make us different are not weaknesses; they are strengths. Being true to who we are, without compromise, gives us the confidence and resilience to thrive, both personally and professionally. For neurodiverse individuals, this is especially important. When workplaces embrace and celebrate neurological differences, they empower employees to bring their whole selves to work.

This authenticity fosters creativity, strengthens connections, and drives innovation. It also sends a powerful message to the entire workforce: diversity is not just accepted, it is valued. By creating workplaces that reflect this ethos, companies position themselves as leaders in the Knowledge Era, where inclusivity and purpose are key drivers of success.

Designing for the future

The workplace is no longer just a physical location, it’s a reflection of an organisation’s values and vision. Neuro-inclusive design is not a fleeting trend; it’s a strategic imperative. It challenges us to rethink outdated norms and create spaces that prioritise individuality and authenticity.

To lead this transformation, organisations must take intentional steps:

1. Start with an audit: Assess your current workplace to identify barriers faced by neurodiverse employees. Engage with your teams to understand their needs and preferences.
2. Collaborate with experts: Partner with workplace strategists, designers, and neurodiversity consultants to develop tailored solutions.
3. Implement incremental changes: Begin with small adjustments, like creating sensory-safe zones or introducing flexible seating options. Use employee feedback to refine and expand these initiatives.
4. Educate and advocate: Train leaders and teams on the value of neurodiversity and the principles of inclusivity. Foster a culture where differences are celebrated, not sidelined.
5. Measure and iterate: Use data to track the impact of your efforts and continuously improve your workplace design to meet evolving needs.

The future is inclusive

Imagine a workplace where every individual, regardless of their neurological makeup, feels valued, supported, and empowered to contribute their best. A workplace where diversity is celebrated as a strength, and inclusivity is built into every design choice. This vision is not just aspirational, it’s achievable.

As we move further into the Knowledge Era, where human ingenuity and creativity are the ultimate drivers of success, embracing neuro-inclusive design is not just ethical, it’s essential. The organisations that lead this movement will be the ones that attract top talent, drive innovation, and set the standard for what workplaces can achieve.

Are you ready to lead?

The time for change is now. By embracing neuro-inclusive design, organisations can create environments that empower individuals, foster innovation, and reflect the values of a modern, forward-thinking workforce.

The future of work is one where everyone can thrive. The question is: Will your organisation rise to the challenge?

You can meet Isobel in person at The Office Event where she’ll be exhibiting. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 30th April and 1st May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

About the author:

You might also like:

The new year brings with it a flood of predictions for the months ahead. For their part, GRiD, the industry body for the group risk sector, foresee that employee benefits will come under increased scrutiny in 2025 as the cumulative effect of pressures from 2024’s Autumn Budget start to bite.

They warn that the National Insurance (NI) employer tax rise and the increase in the minimum wage must be factored into budgets from April 2025, which means that all areas of expenditure, including employee benefits, will be closely monitored.

Value on investment

GRiD points out that as a consequence, employers will demand more value from their employee benefits spend. They explain that where benefits clearly demonstrate good utilisation rates, staff engagement, and an obvious benefit to the business itself, they will be retained – or introduced. However the opposite is also true: benefits will be at risk when they are not understood, utilised or can clearly show that they provide value.

Katharine Moxham, spokesperson for GRiD, said: “We would urge all employers to ensure they fully understand the benefits that they currently offer, to monitor their use, and ensure employees are aware of the breadth and depth of support available”.

A data-driven future

GRiD also predicts that benefits which clearly offer value will be some of the most sought-after in 2025. They suggest (not surprisingly as they represent group risk) that this will include group risk benefits such as employer-sponsored life assurance, income protection and critical illness. Explaining that these are not only are they valued for the financial payment to employees in times of need, but also for the increasingly enhanced embedded benefits which support a return to work, prevention, and early intervention across physical, mental and financial health.

Katharine Moxham: “HR teams should start to gather the data they need now, to put forward the business case for the benefits that support the welfare of staff. They need to show not only uptake of benefits, but also the positive impact on the business itself. However, this also represents a great opportunity for the HR department to demonstrate its accountability and commerciality.”

You might also like:

When we asked a few trusted experts this question, the most common answer was “cautiously optimistic”.

Yes, there are many challenges now and on the horizon (for more on this, see our ‘challenges’ feature here).

However, there are also many reasons for optimism. 

Pressing need for continued investment

“The rising number of days lost to poor health, including mental health, highlights the pressing need for continued investment in employee wellbeing,” says Chief Executive of MHFA England, Sarah McIntosh. The new Labour government has talked about prioritising Workplace Wellbeing and supporting people back into work (see Former MP Luciana Berger talking about this here).

Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, says she’s “optimistic, tempered with caution” because the solutions to the challenges “are not simple”. But there is a “growing awareness and integration of Wellbeing”, as well as a bigger focus on “evidence bases and streamlined approaches”.

Societal shift is happening on employee wellbeing

Gethin Nadin, Chief Innovation Officer, Benefex, argues that this is actually a “societal shift” that is happening, not just in the UK, but across the world:

“Governments are finally understanding the role Workplace Wellbeing plays in economic recovery and output. Many countries are re-evaluating what success looks like through a lens of people; where the happiness, health and prosperity of the individual creates the conditions for countries to grow rapidly.”

It’s not just the government, employers are also changing

Similarly, employers are realising that they can’t merely rely on the government to get the workforce back to work; especially when it comes to the younger generations, employers need to do much more to create environments which are supportive, and in which people want to work. If they don’t, they won’t have a sustainable future.

McIntosh adds:

“Attracting and retaining talent remains challenging, so organisations recognise that demonstrating a genuine commitment to supporting wellbeing is essential to retaining a motivated and loyal workforce. Employees increasingly expect robust wellbeing support, and those expectations will drive progress, even amidst economic uncertainties.”

Investors showing more interest too

Investors, too, are now driving change in the market as they increasingly put pressure on companies to demonstrate, and report on, the impact of their Health and Wellbeing strategies.

“When you combine the changing views on worker wellbeing from investors, shareholders and consumers, it leaves me optimistic about our ability to further see the Health and Wellbeing of each employee as a successful tool to drive the economic outcomes many governments want to see this year,” says Nadin.

Bring on the debate

With all this interest from government, employers and investors, 2025 is shaping up, as Wellbeing Strategist and Consultant Amy McKeown says, to be a year where “everyone is jostling for position and influence” and vying to “own” the health and wellbeing agenda. She, never one to shy away from a good debate, says bring it on! 

Unrest, different opinions and uncertainty in the market actually encourage debate, which could be really constructive in finding the best way forward because, as Mckeown also says, “things need to change”. 

But she adds we need to get better at “listening and understanding each other more to navigate change, uncertainty and uncharted waters that lie ahead”. (We’ve also said this before, read this on how to listen better, our most read article of 2024).

The need to stay open to new perspectives

It’s human nature to gravitate towards what is familiar. And sometimes that is long-held beliefs or gripes. As we explore in this feature on ‘difficult’ Gen Z, sometimes the best and most productive thing you can do is work to change your beliefs so they serve you, and those around you, better. 

Jackie Buttery, Head of Benefits and Reward, Human Resources, Travers Smith, does this when asked if she feels optimistic. She acknowledges that there are so many providers “pitching their wares” that it can make wellbeing a “complex market to navigate”. However, rather than moan about this and criticise the quality of products (which may sometimes be valid) she chooses to seek out the positive:

“I am optimistic about the state of the wellbeing industry because there are so many good ideas out there, bags of energy and lots of investment in product development.”

Relishing the interest in Workplace Wellbeing

As Buttery explains, in the post-Covid era, practitioners like her are “relishing being able to attend conferences again, meeting potential providers of products and services and accessing thought-leadership during well-designed events”. This, she believes, all bodes well for the industry’s collective wellbeing efforts and meeting the needs of employees in the future.

Dr Judith Grant echoes Buttery’s optimism, saying that one of the things she often reflects on is “how many kind and empathetic people work in the world of wellbeing”. She also chooses to see the positive in the fact there is a burgeoning product market with “many fantastic wellbeing offerings and services” available. 

The people who work in Health & Wellbeing

“So often we gravitate towards these roles or set up wellbeing businesses based on a real passion for helping people and making a difference,” says Dr Grant. “We have amazing academics building on the business case for wellbeing, understanding wellbeing needs in business and testing interventions. While it is a competitive and challenging industry, it is important to remember the people behind it.”

Optimism is a skill that can be learned and practiced. It’s also been proven in numerous studies to be linked with mental as well as physical wellbeing. So, perhaps, if you make just one resolution for 2025, a good one would be to practice optimism, especially when entering any debates with those whose opinions you might normally dismiss without really listening to…. advice relevant to family get-togethers over the holiday period and beyond, as well as business meetings about Health and Wellbeing in the New Year!

You might also like:

We’re always on the look out for case studies as we know that employers love to learn from first-hand experiences. This series of ten short videos caught our attention because they clearly outline why leading outdoor advertising company JCDecaux introduced Hertility as a benefit into their workforce, and what difference this has made. 

For context, it’s useful to know that Hertility provides At-Home Hormone and Fertility Testing for women. They also run the Reproductively Responsible accreditation for clients, which includes CPD-Accredited Educational Workshops, Policy Implementation alongside access to their hyper-personalised diagnostic testing, that comes complete with a comprehensive clinically recommended Care Plan to support an individual’s wellbeing.

According to their website, 80% of women experience reproductive health symptoms at work, 70% of employees are willing to change jobs for fertility benefits and every £1 spent on reproductive health benefits delivers £6 in reduced absenteeism, presenteeism and turnover.

In this short video, Carly Stanley, JCDecaux’s Chief People Officer explains how she identified the need for hormonal health support as part of a wider, inclusive people strategy for a multi-generational workforce:

In this short video, people business partner Andy Purcell outlines what he’s seen in terms of response from male colleagues:

The series of videos also touches on the data-driven insights into the wider health and wellbeing needs of colleagues that hormonal support has provided. As well as how this support has helped to facilitate a safe culture and open dialogue.

You can view all ten of the videos here.

You might also like:

Across the past year, it’s been interesting to see key themes emerging around workplace culture, employee health and wellbeing. These are reflected in www.makeadifference.media’s 12 most-read pages and articles of 2024.

Menopause is still a hot topic, amongst other perennial favourites. But the power of listening (and hearing), what companies can do to support the government’s drive to shift to preventative healthcare, recognition of the need to create agile workplaces that meet diverse needs, and job crafting to support wellbeing, are fresh topics that have rung true with many.

A huge thank you to all of our readers and to everyone that has contributed and helped us with our mission to bring more and more employers to this crucial conversation.

Which articles have you found the most inspiring and useful and what topics would you like us to feature in 2025? Send us your ideas please to claire@makeadifference.events or Suzy@makeadifference.media.

1. Top of our list for 2024 is Suzy Bashford’s feature focused on why listening is directly linked to Wellbeing and why we must not lose this skill in a sea of screens. Listening is a crucial skill for line managers that helps colleagues to thrive. This feature includes useful tips on understanding the difference between listening and hearing, the art of active listening and overcoming distractions.

2. Next in our list is the perennial favourite and clearly a topic that still resonates with many. Natalie Beresford, Former Detective Inspector and Chair, Menopause Action Group, Thames Valley Police, is brutally honest about how the menopause wreaked havoc on her career and her relationships, both at work and at home…

3. With more than a third (35%) of businesses reporting increasing numbers of existing permanent staff asking to move to temporary or contract positions², how do we ensure workplace health and wellbeing benefits are affordable and accessible for this non-traditional working community? This short article gets us thinking…

4. Employers are increasingly recognising that for colleagues to thrive, workspaces need to be inclusive and agile. This case study showcases how UK licensing company for recorded music PPL tuned in to diverse needs and individual preferences to create a welcome workplace that, taking acoustics into consideration, allows for both individual and collaborative work…

5. Next is the article announcing the launch of AXA Health’s 2024 UK mind health workplace report. Timed to coincide with Mental Health Awareness Week, the report reveals that employees are three times more likely to flourish if they feel supported by their employer. The article identifies five ways that companies can prioritise mind health support in the workplace…

6. In our busy working world, there is one vital area that often goes unnoticed when it comes to employee health and wellbeing – hearing. Here, Nicola Miller reminds us why why ear health should stop being overlooked and looks at how it can be integrated into existing employee wellbeing packages…

7. To mark Disability History Awareness Month, we shone a spotlight on the practical actions employers can take to genuinely make those with disabilities feel welcome. This article outlines key insights from the Valuable 500’s whitepaper that reveals how successful disability-confident leaders are transforming their organisations.

8. The new Labour government’s first budget made crystal clear that the NHS is one of its top priorities, with Prime Minister Kier Starmer saying that we, collectively, need to move to a much more preventative approach to healthcare. This popular article looks at what employers can do to support the government’s mission to shift to preventative healthcare…

9. for wellbeing to thrive when teams are working remotely, it’s crucial that both leaders and team members know how to tame their egos. In this piece, consultant and author Salman Raza shares insights from his book, outlining some of the factors that can trigger ego and four practical steps to keep it in check.…

10. Here, Jade Leighton and Ben Channon ask: Are we overlooking a key component of workplace wellbeing: the office
environment itself? They argue that workspaces that allow employees to socialise, and ultimately that boost their mental health, physical wellbeing, and even their longevity are the new non-negotiable…

11. To mark Mental Health Awareness Week, our Features Editor, Suzy Bashford, asked industry thought leaders for their views on the biggest issues in employee health and wellbeing today, and their vision for the future of mental health at work. From the rise of AI to psychosocial safety, here’s a useful look back at what they said…

12. Last but not least, in 2024, job design and job crafting have risen closer to the top of the workplace health and wellbeing agenda. This feature looks at how, practically, you would start to create a two tier career progression path which caters for both those who want to manage people, and those who prefer to focus on their expertise without this…

Our Movers and Shakers articles highlight who’s moving up, out or across in the rapidly evolving world of workplace culture, employee health and wellbeing. As we head into the New Year, here’s a selection of “movers and shakers” that grabbed my attention over the last few months of 2024…

Aggninder Dhillon

First up is Aggninder Dhillon. We’ve written before about growing recognition that HR leaders now need to be increasingly finance focused – whilst finance leaders need to be more people focused. Perhaps the embodiment of this shift is Aggninder Dhillon who has been promoted to International HR Director at tea (and other beverage) company Twinings.

Aggy started her career as a Finance Manager, before moving into people strategy, transformation, reward and wellbeing. She has spoken at our sister event The Watercooler 2024 and facilitated a roundtable focused on future-proofing wellbeing at the MAD World Summit 2024. You can read key insights from this roundtable (and the other roundtables) here.

Someyah Rahimi

After almost three years as Wellbeing Manager at Computacenter, in September 2024, CRN Women in channel awards mental heath champion of the year finalist – and passionate wellbeing advocate – Somayeh Rahimi took on her new role as Global Wellbeing Manager with Gamma.

With a background in marketing and sustainability, Somayeh’s path reflects the diverse ways in which professionals are able to advance their careers in employee health and wellbeing. You can read more about professionalising the Wellbeing role through qualifications here, and about how professionals can keep up to date in the fast-evolving world of Health & Wellbeing here.

Jack Wardingley

Our next Mover & Shaker is Jack Wardingley. After 12 years at Flight Centre Travel Group as Employee Benefits Manager, followed by moves to luxury e-retailer Farfetch and then to The Economist Group, in September 2024, Jack took up his new role as Director of Global Benefits with relationship platform Bumble Inc. Here, he’s linking up with former Farfetch colleague Nehal Valia Bhayani who is Bumble Inc’s VP of Total Rewards.

Writing on LinkedIn about his appointment Jack said: “I’m grateful for the chance to be part of such a dynamic, purpose-led organisation” where he is working on a strategy to continue to ‘make moves that matter’.

Ashley Ingram

Meanwhile, Ashley Ingram has made the move from Senior Benefits Manager with Expedia Group to Head of Benefits with food delivery company Wolt. Here he is part of the Human Resources and People Development Team.

Writing on LinkedIn about his appointment Ashley said: “I’m super excited to join Wolt as Head of Benefits and help empower our mission to make cities better for consumers, merchants and couriers alike”.

Julia Biles

Last but certainly not least, I wanted to shine the spotlight on the wonderful Julia Biles. Back in 2021, after seven years as Global Head of Employee Health and Wellbeing with Bupa, Julia joined Saga and then started her own employee wellbeing consultancy threesixfive wellbeing. Since then, Julia has worked with EasyJet and is now working with Save the Children as Interim Head of Wellbeing, Safety and Security.

Believing that when employees are at their best, businesses thrive, Julia’s passion lies in enabling organisations to create healthier, more productive, and more engaged workplaces. Her mission is to help leaders at all levels of an organisation embrace their authenticity, build strong teams, and drive meaningful change.

You can also get a flavour of Julia’s perspective in this article on investing in line management if we want to get wellbeing right and this article, which asked the question “Are you wellbeing washing?”

We wish all of our Movers & Shakers the best of luck. More to follow in the next few weeks…

Gen Z’s “lack of resilience” and “flakiness” comes up repeatedly in criticisms of 12 – 27 year olds today. Some of this is down to the differences in the way they perceive work, especially regarding their Health and Wellbeing. This is something that we’ve covered at length in our coverage recently in this feature on working with “difficult” Gen Z and this feature on what employers can do about the record numbers of young people out of work, especially for ill health.

As we’ve said in these previous features, there may be some validity to some of the criticisms of younger workers. Indeed, research from resiliency consultancy meQuilibrium (meQ) latest report on the ‘State of the Workforce’, finds Gen Z employees are:

– 64% more likely to struggle with morning motivation

– 25% more likely to report burnout

– 50% more likely to experience high job stress compared to older colleagues 

– experience 34% higher anxiety about change

– experience 25% lower emotional stability during organisational transitions 

– 20% higher incidence of physical stress symptoms like neck and shoulder pain 

– 16% less likely to report experiencing more positive than negative emotions throughout their workday 

Gen Z’s ‘struggle’ risks ‘organisational transformation’

But approaching Gen Z critically, rather than constructively and with curiosity, is likely to be counterproductive. Not to mention stressful for all involved. As meQ’s report concludes:

“The data suggests they [Gen Z] have difficulty managing change due to emotional turbulence… As this generation continues to expand their presence in the workforce, their pronounced struggle with change-related stress and uncertainty poses an escalating risk to organisational transformation efforts that cannot be ignored.”

There’s no doubt that growing up in such an uncertain world with the internet, and social media particularly, being like an extra limb rather than a piece of technology, has had its negative effects. 

Gen Z was born into uncertainty and tech addiction

We are increasingly learning about the exact nature of these effects as more and more research is published. AXA, for example, talked about the “big relationship between tech, social media usage and the impact on the flourishing mindset” in young people in its Mind Health study which we covered here. 

You could say that the generations that were born into a world where this kind of tech was already ubiquitous means that they are, essentially, guinea pigs in an experimentation before society (hopefully) finds balance.

What these younger employees most need from their older colleagues and line managers is support and – another word that has cropped up more and more in 2024 – compassion. 

In this feature, we’ve put together some practical ways that employers can support their Gen Z employees, and other workers from younger generations.

1. Help them build up their resilience

Rather than complaining about their lack of resilience, how about helping them build up their skills in this area?

Employers can equip employees with “practical resilience skills like emotion control, work engagement, positivity, stress management and a sense of purpose”, through structured, specialised training programmes, says Jan Bruce, meQ CEO and co-founder. By doing this, she argues, organisations can improve what meQ calls “change readiness” in younger generations. 

With change being such a constant feature of business today, these skills are essential in keeping younger employees in work (this feature reports on the record numbers of young people out of work) and creating a sustainable workforce.

Chris Tomkins, formerly Head of Wellbeing Propositions at AXA told us when launching AXA’s Mind Health report that he agrees these skills can be taught, saying:

“What we’ve demonstrated is that there is a skillset people can build in terms of dealing with others, society, their own responses, etc. Also, it’s not just about skills, either. It’s also about beliefs about oneself that feed into mind health.”

Similarly, CEM’s ‘Future Forward Workforce’ report identifies the ‘4Cs for young professionals to thrive’, that skills training should focus on, as: critical thinking, communication, collaboration and creativity.

2. Create 360 feedback loops

Research also repeatedly shows that leaders often think they are more connected with younger generations, and their messages are landing more effectively, than they actually are.

This underlines the importance of “transparent two-way feedback mechanisms to bridge the gap,” says Bruce. 

Perkbox suggests providing multiple ways for younger workers to provide feedback and contribute to organisational decisions, such as regular feedback sessions and check-ins, surveys and open forums.

“Companies that actively listen to their young employees and make adjustments based on feedback are more likely to create a positive work environment that supports longterm retention,” says Perkbox.

3. Create structured reverse mentoring programmes

Often, the challenge with traditional feedback methods – where the more senior person tells the less senior person what they think – is that there is a power imbalance. 

This can inhibit the psychological safety that the younger person feels. 

“When you haven’t built up any psychological safety, you haven’t really built up a relationship,” says Patrice Gordon, author of Reverse Mentoring. “Why would you expect people to be able to feel safe enough to answer those questions for you, when you are a senior leader? You’ve got to be conscious of the power imbalance.”

That’s why Gordon advises setting up longterm, structured reverse mentoring programmes where senior leaders, and reverse mentors, commit to dedicating regular time to it. This time commitment starts from the rigourous application process, to sessions outlining the objectives and guard rails of the programme, chemistry meetings, shadowing sessions etc.

“It’s a lot of work, and so leaders need to be committed, and if they are not, then they shouldn’t waste their own, and everyone else’s time,” says Gordon. “It can’t be a standalone project, not linked to any kind of objectives or roadmap, either. Otherwise the reverse mentors are going to wonder – how does this fit into the overall picture?”

As AXA identifies in its report, skills for good mind health typically mature with age, which really underlines the value of the older workforce in terms of mentoring younger generations, who struggle with this more. On the flipside, due to the fact they’ve grown up with it, younger generations are often much more intuitive with new tech.

4. Help them navigate their career opportunities

As we’ve written about recently, Gen Z and younger workers tend to be much more interested in meaningful work, that genuinely makes a positive contribution, rather than chasing the most money. 

This means that they may not want to follow the traditional linear career trajectory, which usually means progressing upwards through people management roles to secure promotion and a higher salary. If they think it will enrich their experiences, or teach them something new, they will readily consider sideways moves, or completely new jobs in different sectors or disciplines.

That’s why some forward thinking employers are looking at redesigning and restructuring career paths to provide alternatives in a bid to retain talent. Atkins Realis, for example, is encouraging its employees to take a proactive approach to navigating their career and future proofing their skills. In communications, this is called ‘Careers without boundaries’.

“For example, we’re taking engineers that ordinarily work in transportation and inviting them to go and work in a different market,” says Jo Rigby. “We are encouraging them to transfer their skills into new markets to keep themselves relevant.”

The company is doing this through AI with employees able to input their skills, and desired skills, and receive suggestions for roles which could be transferable. “It makes recommendations for roles that they often wouldn’t have thought of as well as allowing them to know how to build the skills they’re interested in,” says Rigby.

5. Invest in your office environment

Gen Z have been the most reluctant – according to some research – to return to the office. To help them feel more confident and supported at work it’s important to create a work environment that works for them. 

For example, Susanne Iser, Director of Strategic Recruitment and Talent Acquisition at Beiersdorf AG talks about how she’s done this, in the CEMs report ‘The Future Forward Workforce’:

“We’ve rethought our working practices to make them more attractive to future generations while at the same time increasing our creativity, innovation and productivity”. For instance, Beiersdorf has created new offices which incorporate the latest findings on ‘new work’: ergonomic desks and seating to enhance physical health, along with spaces that accommodate individual styles of working such as big spaces, single spaces, teamwork spaces, chill area, benches and a nice restaurant.

“It’s a little like a professional playground for adults which fosters connection!” she says.

 Rather than hot desking, employees are assigned a ‘neighbour’ so that they have specific people to connect with when they are in the office. It could be someone from a differnet team or your own, or someone you’re working on a cross function project with. “We understand that people are coming back to interact with, and get energised by, their colleagues. And for their mental health,” she says.

6. Help them experience risk and discomfort

One of the reasons that young people are struggling with resilience skills more than older workers is not just down to experience; it’s also been attributed to our increasingly comfortable, risk-averse, instant-gratification modern society.

Many of the simple, small discomforts of life have been stripped out, often by technology: the cringe of ringing your boyfriend or girlfriend via a landline and having to talk to their parent first; the awkwardness of calling any company from a pizza takeaway to the bus company and having to speak to a human; the discomfort of having to get up off your sofa and go to the shop to buy, then make, food when you’re hungry… 

There are plenty of examples everywhere, and Covid led to many young people becoming even more entrenched in comfort zones. The most notable example is Gen Z’s reluctance to return to the office because staying at home and speaking to people on screens in their slippers is easier, cheaper and more comfortable than commuting.

The problem is that by taking this easier option they are not building up these skills. We spoke to one employer grappling with his younger employees’ resistance to working in the office post pandemic.

“If a junior employee sits on a call, on a screen, with a client, they probably won’t say anything,” he says. “They might not answer a question. They might even put their camera off as a way of avoiding this, and they might get away with it. And I don’t mean that in a critical way, because they’re being ‘lazy’… but they will avoid challenging themselves because it’s easier, and it’s human nature to take the easier route.”

By contrast, if junior colleagues are in a face to face meeting with clients it’s much more natural, and less confronting than on a screen, to turn to them and ask their opinion. 

“Whereas when you’re in a camera situation, you feel like you’re calling someone out,” he says, adding that they also encourage younger employees to take calls in the open plan office rather than a meeting room, unless it’s confidential, to practice that slight discomfort. Also, they are able to get help from more experienced peers, should they need it.

Leaders / managers can be instrumental in building up their younger workers’ distress tolerance skills in this way, which are essential for thriving in work and personally, by supporting them through discomfort and seeing they can deal with it.

Now in its fourth year, our sister show – The Watercooler Event and co-located The Office Event – is returning to ExCeL, London 30 April – 1 May 2025. Registration is now open.

If you care about your people and you care about your business, the shows are the perfect opportunity to bring all stakeholders together (around The Watercooler) to focus on health & wellbeing, engagement and productivity.

You’ll find answers and solutions to the issues keeping you awake at night, positive ideas, and practical actions you can take back to your office and implement easily and quickly.

The shows feature:

• A wide range of exhibitors so you can find the right solutions for your organisation and your employees – now and for the future.
• Insightful and inspiring keynotes, panels and author spotlights at the free-to-attend conference
• Focused workshops so that you can take a deeper dive into topics that matter
• The opportunity to sign up for 1-2-1 meetings with key suppliers
• Loads of networking opportunities for real-time knowledge-sharing with like-minded peers

In order to ensure attendees have an excellent event experience, the organisers are capping attendees to 6,000. You can find more information about the already confirmed speakers and register to attend The Watercooler Event here and The Office Event here.

You might also like:

As businesses continue to navigate an increasingly complex and fast-paced world, the importance of prioritising employee mental wellbeing has never been more critical for long-term success.

Once seen as a ‘nice to have’, and rarely talked about, mental health support is now recognised as a key driver of productivity, creativity, and overall business performance. Mental wellbeing is no longer something businesses can afford to overlook; it’s a core element of a healthy, sustainable workplace. Prioritising mental health isn’t just about supporting employees – it’s about driving the success of the entire organisation.

While mental wellbeing has historically been deprioritised in favour of other business-critical needs, companies are now realising that their employees’ mental health directly impacts key outcomes such as productivity, engagement, and retention.

How stress impacts productivity, engagement and retention

When employees are stressed or burnt out, their productivity and creativity take a hit. They’re unable to concentrate, decision-making becomes impaired, and mental fog sets in – this has a direct impact on the bottom line.

Prolonged stress can eventually lead to burnout, causing extreme fatigue and making it difficult for employees to engage with their work. In turn, this leads to absenteeism and, often, challenges with re-engagement upon return.

We’re seeing more and more that employees are not willing to stay with companies that don’t actively address mental wellness. This isn’t just about retaining current talent, it’s also about attracting new talent. In today’s job market, candidates are looking for employers who recognise the importance of mental health.

The cost of recruitment

In addition to the impact on retention, employee burnout and stress also affect recruitment costs. High turnover creates a significant drain on resources.

Recruiting and training new employees is expensive, and that cycle only worsens when staff disengage due to a lack of support. This is why investing in mental health initiatives is essential for maintaining a skilled and engaged workforce.

Tangible returns

And, contrary to what some may believe, businesses that invest in mental health support do see a tangible return on their investment. A study by Deloitte shows that the ROI for mental health intervention is around five to eight times the initial investment.

The misconception is that mental health services are expensive, but the real cost is in failing to provide that support. The return on investment is clear: improved engagement, reduced absenteeism, and a more loyal, productive workforce.

Tailoring support to meet individual needs

One often-overlooked aspect of mental wellness in the workplace is Employee Assistance Programmes (EAPs). Many businesses provide these services, but uptake remains low – around 3-5% on average. This is often because these programmes are not bespoke or tailored to the needs of the organisation.

Mental health needs are different in each organisation, which means offering the same off-the-shelf resources isn’t going to produce any real, positive change in an organisation. Understanding what staff need and then tailoring support to those needs is the only way forward.

Increasing engagement with EAPs

Further, the stigma surrounding mental health often prevents employees from seeking support, despite one in six people facing mental health struggles in any given week.

The key to increasing engagement with EAPs is reducing the stigma around mental health. Effective mental health training not only empowers employees to seek help when needed but also creates a culture where mental wellness is openly supported. This leads to increased usage of EAP services, maximising the return on investment in these programmes.”

Prioritising mental wellbeing is no longer optional for businesses that aim to remain competitive in the modern workplace. When businesses invest in their employees’ mental health, they are investing in their own sustainability.

A healthy, engaged workforce is key to long-term success. If you want your business to thrive in today’s world, supporting employee mental wellness should be a top priority.

About the author

Nathan Shearman is a leading therapist and director of therapy and training at Red Umbrella.