Supporting Employees at Every Stage of Life

A Conversation with Jane-Claire Dennis, Group Head of Inclusion and Well-being, BSI

In today's rapidly evolving workplace, supporting employees' well-being across all generations can play an essential role in fostering a thriving and inclusive environment. In this interview with Jane-Claire D. , Group Head of Inclusion and Well-being at BSI, we explore the opportunities presented by an age-diverse workforce and discuss practical strategies for supporting employees at every stage.

Q: As people are living and working longer, multiple generations are increasingly sharing the same workplace. How should this influence organizations’ workforce and talent strategies?

J-C D: According to BSI’s Evolving Together report, a successful age-diverse workplace will be one that can accommodate the needs of its people. Wider research shows that younger generations value sustainability, diversity, and a positive workplace culture – with one study from PWC showing that 65% of employees seek purpose-driven work. Organizations that align their employee value proposition with these emerging preferences could be better placed to attract and retain talent.

Q: Based on your experience, what are some specific strategies organizations can adopt to meet the diverse needs, expectations, and work styles of different generations?

J-C D: Organizations can adopt several strategies to meet the diverse needs of a multigenerational workforce. For example, millennials and Gen Z, now making up a large portion of the workforce, expect empathetic leadership, clear career progression, and meaningful work. Gallup found that 87% of millennials prioritize development opportunities, and LinkedIn’s Workforce Confidence Index reported that 71% of Gen Z workers expect their employers to focus on mental health.

At BSI we embrace “squiggly careers,” which contrast with traditional linear career paths, offering diverse growth opportunities. This is designed to respect individual career goals and ensure all employees, regardless of age, feel valued and supported. By fostering an adaptable and inclusive culture, organizations can improve engagement, productivity, and retention across generations, meeting the evolving demands of the modern workforce.

Q: What can help early career employees thrive both mentally and professionally during these critical years?

J-C D: Early career employees today face unique considerations as they strive to balance professional growth with personal development. Their needs—practical, emotional, and psychological — may differ significantly from previous generations. Research suggests they prioritize access to well-being and mental health support, want to work in visibly diverse and inclusive environments, and seek clear opportunities for career growth and development. Many also look for workplaces that are tech-savvy, purpose-driven, and aligned with strong ESG (Environmental, Social, and Governance) commitments.

In addition, many early career professionals also pursue side ventures, so flexibility and support for work-life balance are key. Leaders and colleagues at all levels can play a crucial role in fostering a workplace that meets these evolving needs.

Many organizations, including BSI, have made these priorities central to their Employee Value Proposition (EVP), creating dedicated initiatives and resources to support them. However, it's not just about having these resources available; it's about ensuring that employees have the time and space to fully engage with them. It’s about weaving these values into the fabric of how we do business, ensuring they aren't just initiatives on paper but integral parts of the workplace culture.

Q: What are some practical ways organizations can support new parents to maintain their well-being and work-life balance?

J-C D: All organizations are required by law to provide basic parental leave, but to truly support new parents, companies can go further. Key steps such as extended parental leave options, flexible working arrangements, and even childcare support can help parents balance their careers with family life. In today's competitive job market, how an organization supports parents is an opportunity to stand out.

At BSI, we have implemented various initiatives to support our employees — like parent mentoring programs and parent community groups. The aim is to provide valuable emotional and psychological support, helping parents navigate the challenges of balancing work and family while advocating for continuous improvements.

Q: How can organizations create an inclusive environment that supports employees experiencing menopause? What can you tell us from BSI’s experience?

J-C D: At BSI, having published landmark guidance for employers on this topic last year, we're taking significant steps to support employees experiencing menopause. All employees and their partners have 24/7 access to healthcare professionals and online resources in their own language to help manage symptoms. We also offer regular webinars, and our Women’s Network has established a support group that meets regularly to provide community and guidance.

Recently, we signed the UK Menopause Pledge, which reflects our global commitment to supporting this important issue. It's essential to keep the conversation open, reduce taboos, and educate leaders—including men.

Q: How can organizations create programs that encourage older employees to engage in ongoing skill development, while ensuring these are relevant and accessible to them?

J-C D: It's crucial for organizations to align development programs both with strategic goals and employees’ personal ambitions. Clear development paths can help employees stay engaged in their growth, and, when goals are less defined, coaching can guide them in shaping their own learning journeys. Offering accessible technical training and fostering reverse mentoring can also play a role in ensuring that skills remain relevant and future-proof, benefiting both individual career growth and organizational performance.

Q: What advice would you give to other HR leaders about prioritizing well-being in their organizations to drive long-term success and employee satisfaction?

J-C D: Well-being is not a stand-alone activity or series of products and services that people can access in times of need. A clearly defined well-being strategy that is embedded as a golden thread can bring real value. Done properly, colleague well-being sits at the heart of all change initiatives and business as usual. This could include listening to colleagues through forums and engagement surveys. Responding to calls for improvement and early adoption of policies and procedures that exceed legislative mandates, can also help to create an environment where colleagues can thrive.