FEATURE ARTICLE
By Amanda Marsh
During the post-2008 recessionary period, corporations focused on
keeping operating costs down and densifying. All that changed in 2011, when
the market began to experience the
demographic shift of Millennials coming
into the workplace.
“They are picky in choosing who to
work for,” noted Bernice Boucher, a JLL
managing director who leads the firm’s
Workplace Strategy Practice in the
Americas. “They align themselves with
organizations that fit their social and
psychological needs.”
Additionally, 10,000 Baby Boomers are
retiring daily, she continued. “We need
more Millennials in our business for
succession planning, and these compa-
nies want to do a knowledge transfer. So
it’s critical we create environments that
are both magnets for keeping Boomers
and attracting Millennials. People are
not a dime a dozen, so you need an en-
vironment that’s a great place to work.”
As part of creating great workplace,
organizations look at two factors: well-
ness and wellbeing. Wellness focuses
on physical health, while wellbeing is
the holistic, whole-body experience.
A 2015 study conducted by non-prof-it human resources association
Worldat Work shows 96 percent of organizations support employee wellbeing
programs, and nearly three-quarters
plan to increase wellbeing offerings or
activities in the next two years.
