Creativity is essential in the fashion apparel and retail industry, but it’s also a business that also generates significant internal and external competitive pressures on employees.
In response, many companies are looking at ways to mitigate that pressure and help workers foster a better work-life balance. Here, Dilan Gomih, founder of Dilagence, a consulting firm that helps businesses boost the performance of their employees through mental wellness programs, discusses the challenges retailers and brands face when employees are mentally and emotionally struggling and how implementing certain policies and wellness programs can help.
WWD: Millennials and Gen Z are driving workplace culture shifts. How do their expectations around wellness differ from previous generations, and what are some key areas brands are still falling short in addressing?
Dilan Gomih: Millennials and Gen Z have played a significant role in reshaping workplace culture. Gen Z stands out because they have a strong expectation of choice — they want autonomy and agency in their work lives. Wellness offerings are seen as a non-negotiable part of the workplace for them. If a job doesn’t meet their expectations, they’re not afraid to leave. They have a “this doesn’t serve me, so I’ll find something that does” mentality.
Conversely, Millennials are sandwiched between Gen X, who largely accept the traditional “work your way up” ladder mindset, and Gen Z, who prioritize flexibility and personal fulfillment. Many Millennials have already climbed part of the corporate ladder, which can make leaving feel riskier or more complicated for them.
Where brands often fall short is not adapting quickly enough to these changing expectations. For Gen Z, it’s about offering meaningful wellness programs that feel authentic — not just perks, but holistic support that speaks to their values. For Millennials, it’s ensuring there are clear opportunities for growth and support as they balance their professional and personal lives. Bridging this gap requires brands to create workplace cultures that value flexibility, personal growth and true well-being for all.
WWD: What specific wellness offerings have you seen resonate most with younger employees, especially in retail and fashion, where workplace stress can be high?
D.G.: Younger employees really value choice and flexibility when it comes to wellness offerings. They want the autonomy to decide how they use their wellness benefits, but they also need guidance to avoid feeling overwhelmed by too many options.
That’s where platforms like Wellhub (formerly Gympass) excel. They offer a comprehensive suite of benefits, from fitness classes and gym memberships to mental health resources and mindfulness apps. This allows employees to personalize their wellness journey and choose the options that best fit their needs and preferences. By providing both choice and curated guidance, companies can effectively address the diverse needs of their employees and foster a culture of well-being.
Dilan Gomih
WWD: What unique challenges do RTO (return-to-office) policies pose for employee wellness, and how can brands mitigate these issues without compromising productivity or culture?
D.G.: The pandemic fundamentally changed how people view work and life, with many making major career changes or newly prioritizing their well-being. But there’s also a renewed appreciation for the everyday things, like a shorter commute (or no commute at all) or the flexibility to seamlessly transition between work and family responsibilities.
RTO policies can disrupt this newfound balance, making employees feel like they’re losing valuable time and flexibility. To mitigate this, companies need to acknowledge these concerns and offer solutions that address them. For example, if employees are worried about losing family time, consider implementing policies like end-of-year blackout periods or “no meeting” days to show that you value their personal time and recognize the importance of work-life integration.
WWD: How can brands better align their employee wellness programs with their overall mission and culture, particularly in the fashion industry where creativity and innovation are critical?
D.G.: Creativity and innovation are central to success in the fashion industry, and they should also guide how brands approach employee wellness. Staying on top of trends and understanding how both the world and your workforce are evolving is critical. Wellness should be treated like any other business initiative: constantly evaluated, reframed and updated to remain relevant. Dismissing wellness as a “waste of money” is actually a lost investment — outdated programs do little to support employees or advance the company’s goals.
Alignment with mission and culture doesn’t always require financial investment — it can start with cultural shifts. For example, implementing “family hours” or “culture hours” could set clear boundaries, such as a company-wide understanding that between 6 p.m. and 8 p.m., employees are not expected to respond to emails. This kind of initiative costs nothing but creates a culture of respect for personal time.
Cultural flexibility also fosters trust and commitment. Employees feel their needs are acknowledged, which empowers them to recharge and return to their work with renewed energy and creativity. By integrating wellness into the company culture in meaningful and innovative ways, brands can inspire employees to bring their best selves to work — fueling the creativity and innovation that drive the business forward.
WWD: Burnout has become an epidemic, particularly among younger employees. What are the most overlooked, yet impactful ways brands can tackle this issue?
D.G.: Burnout is a pervasive issue but it’s important to reframe the conversation. Often people focus on the extremes — either being “super high-functioning” or completely burned out. The reality for most employees lies somewhere in the middle, operating in a state of “just getting by.” Addressing this middle ground is critical.
One overlooked yet impactful way to tackle burnout is by helping employees recognize their own stress signals and take proactive steps to mitigate them. For Gen Z, this often ties into communication challenges. Studies show that nearly 60 percent of junior talent don’t communicate their needs or goals to their managers, leaving them feeling isolated and anxious. Providing useful tools to foster open communication — such as encouraging regular check-ins or creating safe spaces to discuss concerns — can make a meaningful difference.
Another key approach is clarity. Burnout often stems not from the workload itself, but from uncertainty about expectations. Brands can mitigate this by clearly defining roles, deliverables and deadlines. If employees understand that the focus is on outcomes rather than rigid processes, they gain the flexibility to manage their time in ways that suit their personal needs, reducing stress and enabling them to recharge by prioritizing wellness-focused activities.
WWD: What role should leadership play in normalizing and advocating for wellness programs, and how can they lead by example to create a healthier workplace culture?
D.G.: Leadership plays a crucial role in normalizing and advocating for wellness programs. Instead of just encouraging employees to take vacations or utilize wellness benefits, leaders should set an example by taking time off themselves, engaging in healthy habits, and openly discussing the importance of well-being. This creates a culture where employees feel supported and empowered to prioritize their health without fear of judgment or repercussions.
WWD: How can brands ensure their wellness offerings are inclusive and accessible to employees of all backgrounds, roles and income levels?
D.G.: Supplier diversity is essential for creating inclusive and accessible wellness programs that meet the diverse needs of the workforce. Partnering with diverse suppliers ensures cultural relevance, offering wellness solutions that resonate with employees from various backgrounds. It also promotes economic accessibility by including cost-effective options that serve employees at all income levels. These efforts foster trust and engagement by demonstrating the company’s commitment to equity.
However, it’s also critical to focus on the simple, fundamental things that have sustained human health for thousands of years — and often cost nothing. Employees need to know that something as basic as a 10-minute walk can have a meaningful impact on their health. They also need clarity about balanced living: a healthy lifestyle doesn’t have to mean deprivation or extreme measures.
Lastly, let’s not forget the basics: quality sleep, incremental healthy habits, and accessible options for all employees. True inclusivity in wellness means meeting people where they are and empowering them with simple, actionable tools to live better lives.
