Thanks in part to the gifts of modern medicine, as many as five different generations might currently be employed in a given organization. With the average life expectancy of Americans on the rise, and a greater understanding that age diversity within teams is a strength, companies today are taking steps to ensure they are age-inclusive.

A From Day One thought leadership spotlight, “Age Inclusion 101: Beyond Generational Stereotypes,” part of From Day One’s virtual conference on new approaches to diversity and inclusion, provided insight and advice on how leaders can go about building age-inclusive cultures. Heather Tinsley-Fix, senior advisor of financial resilience at AARP, revealed some research-supported tips in an engaging presentation. Here are the key takeaways:

Don’t Put People Into “Generational Buckets”

Some leaders might have an inclination to assign expectations to employees based on the generation they were born into. While such thinking might appear to serve as a means of better understanding workers, there’s risk in adopting this approach.

“That’s when the stereotypes come in,” said Tinsley-Fix.

To illustrate her point, Tinsley-Fix shared her screen with her audience and Googled different generations, including “Boomers,” “Generation X,” and “Generation Z.” The results pages spit out stereotype-laden information about why Boomers are “entitled” and “bad with technology,” why Gen X is “so annoying,” and why Gen Z is “so sensitive.”

Not only are such stereotypes “kind of ridiculous,” Tinsley-Fix said, they’re also nonsensical, because there is inscrutable crossover. (Boomers and Gen Z, as well as Millennials, somehow all have a reputation for being “entitled,” for example.) Tinsley-Fix noted that our current concept of what constitutes a generation is fairly new, having been presented only 70 years ago by Karl Mannheim, who said events that take place during the youth of age groups give rise to commonalities in character.

AARP's senior advisor for financial resilience, Heather Tinsley-Fix, presented the thought leadership spotlight (AARP photo)

“And of course, as Millennials became a huge presence in the workforce, employers were really interested in attracting them,” Tinsley-Fix continued. “So a whole cottage industry sprang up around assigning these traits and characteristics to specific generations, and it kind of went a bit into overdrive, which is where we get this notion that Millennials want beanbags, candy, and pool tables at work.”

But research shows there is not a meaningful relationship between work-related outcomes and generational membership. Tinsley-Fix said she’s reviewed many surveys through the years, which indicate that people, “regardless of their age, their gender, their ethnicity, all have about the same core set of wants or needs from their employer.” Such values include flexibility, respect, ethical leadership, and opportunities to advance and do meaningful work.

How these values may materialize in the workplace can differ by age group; however, it’s clear that generally placing expectations on a worker based on their generation is not only unproductive, it’s grounded in unproven perceptions and “corrosive to the inclusion work you’re trying to bring about in your company,” Tinsley-Fix said.

The Negative Impact of Ageist Stereotypes

Tinsley-Fix cited a Harvard Business Review article, which described an experiment that saw a group of undergraduate students train others on how to conduct a computer-based operation using only Google Chat. Unbeknownst to those conducting the training, the trainees were also undergraduate students, but were utilizing fake Google bios with profile pictures of people of various ages.

“And, distressingly, they found that when the trainers believed that they were teaching an older person how to do the computer task, they had lower expectations and provided worse training,” Tinsley-Fix said. “So the ‘older people’ on the other end of that Google Chat did not get the same level of training that younger people did.”

There are other negative effects from ageism in the workforce, but obviously the inability to properly train employees because of age stereotypes means they won’t be put in a position to succeed. Their organization will suffer and they themselves will be at greater risk of being pushed out of the workforce altogether.

How To Make Your Organization More Age-Inclusive

One way to build an age-inclusive culture is to publicly commit to it, something AARP can help with. On the organization’s website, leaders will find a pledge to commit to “experienced workers” that they can sign and subsequently promote, helping to brand the company in such a way, perhaps alongside website imaging that includes photos of people in older generations.

“Other aspects of committing to an age inclusive culture include things like adding age explicitly as an element in your DEI strategy in your materials,” Tinsley-Fix said, “whether that be statements on your online diversity pages, or building the business case for leaders to embrace age as an element of diversity.”

She also suggested that companies add age metrics to their ESG statements, an emerging trend in organizations eager to discuss their workforce’s demographics openly. Another tip is to review job descriptions listed in want ads.

“It may not seem like something that would cause people to be put off, but if you include phrases like ‘high energy,’ ‘digital native,’ ‘recent college grad,’ and things like that, you can really send a subtle message that you’re not interested in older candidates,” Tinsley-Fix said.

Do not include age markers–such as the candidate’s date of birth or college graduation year–if your company is using AI-based hiring algorithms to weed out unsuitable candidates, Tinsley-Fix warned. Also, instead of requiring a candidate to have X years of experience, say that they should have “at least X years of experience.”

“That way, if an older candidate is deciding to make a pivot, and they want to move into a different field, they can say that they do have at least two years of experience, and it’s not capping the experience that you’re asking for,” Tinsley-Fix said.

Be sure your company is upskilling everyone, she added, which cuts down on hiring costs while also promoting age inclusion.

“It’s so important to adopt a growth mindset, it’s so important to set that from the top down as a core belief about people and about your workforce that anyone can learn,” Tinsley-Fix said in closing. “And that growth is always on the table. No matter your age, no matter how young or old you are.”

Editor’s note: AARP, who presented this thought leadership spotlight, has partnered with MindEdge Learning to create a skills-building platform for employers to upskill their employees regardless of age. The course catalog includes a range of high-demand skills as well as durable soft skills to enhance productivity and contribute to the growth of your workforce and company. If you’re interested in signing up or just hearing more about these courses, add your name to the Google form here.

Michael Stahl is a New York City-based freelance journalist, writer, and editor. You can read more of his work at MichaelStahlWrites.com, follow him on Twitter @MichaelRStahl, and order his first book, the autobiography of Major League Baseball pitcher Bartolo Colón, at Abrams Books.

How to Provide Best-in-Class Menopause Support in the Workplace

Despite it impacting half the population, menopause is rarely discussed. For many women, life-altering symptoms strike just as they’re reaching the peak of their careers, disrupting them at a time when peak performance is critical. Companies must step up and provide support, or they could potentially lose 20% of these women who move to less demanding jobs.MaryAnne Hraba, RVP of employer growth at the Maven Clinic and Dr. Toni Morrissey, OB-GYN at the Maven Clinic spoke about providing best-in-class menopause support during From Day One’s October virtual conference. Jenny Sucov, health and well-being journalist moderated the thought leadership spotlight. Maven is a team of health care advocates across the world who offer personalized care via telehealth. They partner with over 2,000 employers and health plans to bridge the gaps between limited access to care for everything from fertility treatment to pediatric care, including filling the gap in traditional menopause care.Opening the DialogueSeveral years ago, Hraba started experiencing what she now knows is symptoms of perimenopause, including worsening depression and anxiety, low libido, and it became increasingly difficult to sleep. The most cumbersome symptom, especially with regards to showing up for work every day, was brain fog.“I seriously thought that I had something wrong with my brain,” she said. “It just wasn't working anymore, like having a hard time even reacting in conversations.” She had no idea what was going on with her body. “It was just so hard to get through every single day.”She went to see her OB-GYN and explained what was happening, but during the short visit was simply told that is what happens when you get older. No help or relief. Later, Hraba went down a Google rabbit hole, which made things worse. Unfortunately, only about 20% of OBs receive any sort of formal training on menopause, says Sucov.Hraba then turned to Maven for care. She scheduled a virtual appointment with one of their OB-GYNs who was trained in menopause. “I got more out of that 15-minute appointment than anything prior,” Hraba said.Dr. Toni Morrissey and MaryAnne Hraba of Maven Clinic spoke on "How to Provide Best-in-Class Menopause Support in the Workplace" (photo by From Day One)Questions about hormone replacement therapy, supplements, and a clear direction of where to go next were answered. “Finally, I was being seen and being heard, which was the first step.” She also got access to clinically vetted content she could trust, as well as community forums of other women experiencing similar issues. Additionally, she asked Maven for a local doctor who was trained to better help her and was connected with one covered by her insurance.“Fast forward. Now I’m talking to this provider in person. I’m a lot more empowered, a lot more educated, and I’m able to have that two-way conversation,” Hraba said.She still uses the Maven app for resources she doesn’t have access to locally, but when it comes to women’s health, it is going to take more than just one provider to fulfill her needs. “It's still a process. There’s no single magic bullet.” But thankfully, now that she feels better, her life—including her work life—have improved exponentially, she says. Workforce ImpactThe implications of menopause in the workplace are more far-reaching than employers may realize. “Menopause isn't just a personal health journey,” Dr. Morrissey said. “It impacts everybody around them in the workforce.”Untreated symptoms can render even the most resilient individuals less able to manage stress, leading to higher absenteeism and decreased productivity, says Dr. Morrissey. Moreover, menopause often coincides with a pivotal career phase when many women are in or approaching leadership roles. Without adequate support, companies risk losing experienced professionals and stalling diversity progress in senior positions.“Employers who invest in comprehensive menopause support aren’t just doing the right thing for their people, but they're making a smart business decision, and they’re creating a culture that normalizes conversations about menopause and provides meaningful, holistic care,” said Dr. Morrissey. How do women who go through this type of care feel? “They typically will say, now I feel back to myself.”Effective Menopause BenefitsProviding tailored menopause benefits, such as telehealth consultations and educational resources, empowers employees and cultivates a culture that normalizes and supports women's health at all stages. By integrating menopause care into their wellness programs, employers can demonstrate a commitment to their workforce’s well-being, fostering loyalty and positioning themselves as leaders in employee care.Here’s what Dr. Morrissey recommends for employers to make sure is included in menopause coverage:Access to Specialty Care: Employers should provide on-demand, virtual access to a variety of specialists (e.g., GYNs, mental health providers, sex coaches, nutritionists, career and physical support coaches) to address the wide range of menopause symptoms. Global and same-day support empowers employees to manage their health comprehensively.Education and Community Resources: Expert-reviewed resources such as articles, webinars, and community support should be available to educate employees and help them understand and manage symptoms.Personalized Care Plans: Employees need individualized care plans that consider their medical history, lifestyle, and personal circumstances. Concierge support should help them navigate care and connect to specialists and local providers as needed.Addressing menopause in the workplace is no longer optional—it’s a vital aspect of supporting employees’ well-being and fostering an inclusive work environment. As more women reach pivotal stages in their careers while navigating the challenges of menopause, companies that proactively offer comprehensive support can stand out as leaders in employee care. Editor’s note: From Day One thanks our partner, Maven Clinic, for sponsoring this thought leadership spotlight.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

The Role of GLP-1s in Employee Benefits

Companies that offer inclusive care benefits are not only seeing higher retention rates but are also attracting job seekers who prioritize well-being over just a high salary. With obesity on the rise in the U.S., leading to increased rates of cardiovascular disease and Type 2 diabetes, employees are looking for workplaces that support their health holistically, recognizing that inclusive benefits can be life-changing.The prevalence of chronic disease presents a challenge for employers over increasing healthcare costs. 60% of employers expect healthcare costs to surge over the next three years. Yet, it is critical to offer comprehensive care and wellness for higher retention.The American Institute of Certified Public Accountants (AICPA) found that workers would choose a job with benefits over a similar job providing 30% more salary but with no benefits. Consequently, employers also face more competition with other companies that provide more inclusive healthcare benefits.The growing off-label use of GLP-1 drugs, originally approved for treating Type 2 diabetes, has fueled discussions around treatments for cardiometabolic diseases. However, cultural misuse has also associated these drugs with rapid weight loss management.What are the potential risks and benefits associated with including FDA-approved weight loss drugs in care benefits? Is there an ROI of covering weight loss medication?The Reality of CardiodiabesityDeanna Critchley the AVP of Cigna led the sessionDeanna Critchley, area vice president at Cigna, provided insight into the reality of cardiodiabesity management at From Day One’s NYC half-day benefits conference in a thought leadership spotlight.There are several factors to consider when adding FDA-approved weight loss medications such as Wogovy into care benefits. While GLP-1s are automatically covered to treat Type 2 diabetes, weight loss drugs such as Wogovy are considered add-ons or buy-ups, which affects claims costs.Currently, there is no evidence suggesting a decrease in cancer, stroke, heart attack, or other emergency room visits by taking these prescriptions alone.Secondly, drugs such as Ozempic and Wogovy generally have to be taken for an extended period of time, or even a lifetime. People gain back ⅔ of their weight within two years of stopping.Cigna conducted an internal study and found that 66% of people on weight loss medications stopped taking them within 6 months due to rapid weight loss, social pressure, and significant side effects from taking the drugs.This further presents the risk of employers facing increased medical expenditures without guaranteed positive results. It can become unsustainable to find it as pharmacy claims rise. “That’s where we’re still looking at the longevity of this to see if it’s worth you as an employer covering these drugs if they’re not even going to continue taking it.”But if employees are more likely to choose a job that covers weight loss medications, companies face undeniable pressure. “You have to actually consider your benefit philosophy, how you cover it, and what type of population you have,” Critchley said.“Do you use it as talent acquisition? Are your competitors offering that? Do you offer lifestyle management programs and that’s part of your well-being philosophy?” she asked.The benefits of investing in weight loss supplemental coverage, then, lie in having long-term employee populations, the ability and foresight to invest in long-term cost avoidance, and incentivizing customers to enroll in holistic weight management programs.Utilization Management Is KeyCritchley recommended that employers not yet covering weight loss medications should first confirm with their carriers whether utilization management measures are in place. This safeguard helps ensure that GLP-1 drugs are prescribed only to individuals with diabetes.At Cigna, their utilization program confirms clients with Type 2 Diabetes and asks if they would consider taking Metformin, a more affordable and generic prescription drug similar to Ozempic.Cigna Healthcare has developed several solutions, including RxClaimsConnect, which automates claims processing for clients with documented Type 2 diabetes. For self-funded clients offering weight loss coverage, Cigna provides access to EncircleRX, a program equipped with safeguards to ensure the appropriate individuals qualify. Eligible clients must have a BMI of 30, or 32 with two additional co-morbidities. The program also includes a cost cap or a pricing guarantee.More importantly, it includes required enrollment and ongoing engagement with a lifestyle modification program. Nutritional counseling and exercise programs are required management systems in place. This demonstrates the effectiveness of integrated and holistic healthcare as effective and inclusive care benefits.Editor's note: From Day One thanks our partner, Cigna, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.

Conversations: The Currency of the Future

Steve Artnz, CEO of Campfire, poses the question, “what is a conversation to you?” In the digital age, conversations can include verbal communication, texts, phone calls and even interactions with artificial intelligence.During a thought leadership spotlight at From Day One’s October virtual conference, Arntz spoke about the art of conversations to build stronger relationships, productive work environments and inclusive workplaces.Conversations are fundamental to fueling relationships with everyone in your life, but some conversations are harder than others. Arntz presents the audience with a mnemonic to help people focus on the key aspects to a conversation: FLAME for fluid, lively, authentic, meaningful, engaging.Fluidity “creates a mutual understanding and respect,” he said. Liveliness provides the enthusiasm and engagement between people. Authenticity helps build trust and opens up meaningful conversations that strengthen relationships. Engagement is crucial to maintain participation from both sides in the conversation.As conversation tools in the workplace, Arntz focuses on check-ins, asking deep questions and listening generatively.Steve Arntz, CEO of Campfire, led the virtual thought leadership spotlight In a general check-in, you might ask “How are you feeling?” but Arntz suggests posing deeper questions like “What are you feeling? What are your distractions? What are your intentions for our time and space together?” These can serve as more effective starting points for teams to check-in on each other.Starting off with these questions,“will reduce the number of meetings on your calendar” and “increase the path to efficiency in those meetings,” Arntz said.To dive even deeper, ask people why, how and what questions to learn more about their feelings. For example, “why is this situation frustrating you?” or “how does this feeling impact your work right now?” Asking these types of questions will allow the conversation to flow into greater discussions on feelings, thoughts and intentions.Following this tool, Arntz provides four ways to engage in conversations fully: download, which is confirming that people are heard; facts, listening with an open mind and asking questions to gather information; empathy, connecting with experiences and emotions; and creation, which is the act of creating something new together.“When you practice this generative listening with intent to learn from the unknown, to connect with the broader, bigger thing, then you can really build on each other’s insights and create new insights,” Arntz said.Although these questions and conversations can provide deeper connections between managers and employees, an existing feeling of distrust can also hold people back from being honest and vulnerable. Especially when companies are aiming for efficiency and profitability, actions can seem more transactional.“If my manager were to ask me, ‘what are you feeling?’ I might have a hard time really trusting that person actually cares and sometimes it’s because I don’t trust that the organization cares,” said Artnz. “So the manager and organization start to become conflated and they inherit each other’s weaknesses and strengths.”In these cases, it can be helpful to see vulnerability from the manager first. Prior to opening up the conversation on what employees may be feeling, start off by sharing your own thoughts and emotions, creating an environment that welcomes and encourages others to share.These skills can be utilized when holding conversations with people, but with the increased use of AI, it’s important to remember that communicating with robots is much different. “Artificial intelligence does not equal conversational intelligence,” said Arntz.Conversations with AI focus on logic, accuracy and efficiency, lacking the emotion and authenticity that takes place in human interactions. But this is not to say that technology is not useful in bettering conversations.“It’s not robots or humans. It’s robots and humans together. I see a world in which we can stop tripping on each other as much as we are today,” said Arntz. “As we get assistance from these robots…we can have much more impactful and meaningful and creative relationships and that’s a world that I'm really excited about helping to shape and create.”Arntz encourages people to use the conversational tools he discussed in addition to interactions with both robots and humans. Blending the two can help expand their insight on how to engage, create partnerships, and take action with others.Editor's note: From Day One thanks our partner, Campfire, for sponsoring this thought leadership spotlight. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.

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