Page 276 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Employee Well-Being C263

With a clear and determined mindset, Gaylord Hotels embodies
the spirit of this universal engagement driver. This caring mindset
guides the organization’s actions, and these actions have led to re-
markably low employee turnover and high guest satisfaction in per-
haps the most competitive hospitality market in the world.

Engaging and Re-Engaging the Four Generations
with a Focus on Well-Being

Each employee’s challenges and needs are individual ones,
not generational, as we have emphasized before. Neverthe-
less, there may be value in presenting a few suggestions
for enhancing employee well-being that commonly arise
among various age groups and may be applicable to all. Our
intent is to alert you to needs that more frequently occur
and should be addressed, not to reinforce assumptions and
stereotypes that may not necessarily apply to any given em-
ployee within these generations.

Traditionalists (born before 1946) and Boomers
(born 1946–1964)

: Anticipate early retirement and plan for succession.
: Allow phased retirement, part-time work, and consulting
opportunities.
: Encourage flexible work arrangements you do for other
generations.
: Focus them on preventative health and wellness prac-
tices, such as better diet and more exercise.