According to the latest market research, wellbeing programs are no longer just a trendy addition to the benefits package but a strategic investment that directly impacts an organization’s financial results. The absence of such programs generates significant hidden costs, which can be measured and priced by the finance department. This report analyzes in detail the economic consequences of failing to act on employee wellbeing and presents methods for calculating the return on investment in wellbeing programs that CFOs can apply worldwide.
The “cost of doing nothing” phenomenon in the context of wellbeing
The “cost of doing nothing” is a concept encompassing all the financial and organizational losses a company incurs by failing to invest in a given area. In the context of employee wellbeing, these costs often remain invisible in traditional financial reports but have a huge impact on business performance.
Definition and importance of wellbeing in the workplace
Wellbeing means a state of mental and physical comfort. It can involve a sense of security or relaxation. People who look after their wellbeing are more satisfied with life, cope better with stress, and are happier. In business terms, employee wellbeing goes far beyond basic health programs or an office gym—it’s a comprehensive approach to work, including flexible hours and solutions that support mental health.
As the French source ifeel emphasizes:
“Le retour sur investissement (ROI) des solutions de bien-être au travail est l’un des éléments clés de la mise en œuvre de la stratégie d’entreprise visant à prendre soin des personnes, en particulier en ce qui concerne le bien-être psychologique et les différents facteurs susceptibles de le compromettre ou de l’améliorer.”
(Translation: “The return on investment (ROI) of workplace wellbeing solutions is one of the key elements of implementing a company strategy aimed at caring for people, especially regarding psychological wellbeing and the various factors that can impair or enhance it.”)
Hidden costs of lacking a wellbeing program
The absence of a strategic approach to employee wellbeing generates significant costs that often go unnoticed in standard financial reports. Identifying and quantifying these costs is the first step in building a business case for investing in wellbeing programs.
Costs related to absence and presenteeism
Research clearly shows that employee mental-health problems translate into tangible financial losses:
“Employees with untreated mental health issues miss an average of 32 workdays per year due to absenteeism or presenteeism (Johns Hopkins). Otherwise stated, in South Africa, 14.5% of work hours are lost to poor mental health. Payroll × 14.5% = a material business problem.”
(Translation: “Pracownicy z nieleczonymi problemami zdrowia psychicznego opuszczają średnio 32 dni robocze rocznie z powodu absencji lub prezentyzmu (Johns Hopkins). Innymi słowy, w RPA 14,5% godzin pracy jest traconych z powodu złego zdrowia psychicznego. Wynagrodzenia × 14,5% = istotny problem biznesowy.”)
In Poland, the situation is similar:
“19,8 dnia – tyle wyniosła mediana absencji z powodu złego samopoczucia. Absencja dotyczyła częściej osób zarządzających oraz osób w wieku pomiędzy 46–55 lat.”
Productivity and engagement problems
A Gallup study cited in a Polish source shows alarmingly low employee engagement:
“Odsetek osób deklarujących zaangażowanie w pracę wynosił w skali globalnej 23%, w Europie 13%, a w Polsce 14%.”
Moreover, as many as 59% of workers worldwide are so-called “quiet quitters,” doing only the minimum required. This directly results in lower productivity and efficiency.
A German study also points to serious health problems linked to a lack of workplace wellbeing:
“Ernsthafte gesundheitliche Probleme wie Schlafstörungen, Magen- oder Herzleiden, Bluthochdruck oder Migräne die Folge von Stress im Berufsalltag sein können.”
(Translation: “Serious health problems such as sleep disorders, gastrointestinal or heart ailments, high blood pressure, or migraines can be the result of stress in everyday work life.”)
Costs related to employee turnover
Studies show that turnover costs are much higher than one might assume:
“FOR LOW-PAYING JOBS, TURNOVER COST IS 16% OF ANNUAL WAGES. FOR MID-RANGE POSITIONS, TURNOVER COST IS 20% OF ANNUAL WAGES. FOR SENIOR OR EXECUTIVE POSITIONS, TURNOVER COST IS 213% OF ANNUAL WAGES.”
One of the main reasons for departures is the lack of a sense of appreciation by the company and insufficient care for employee wellbeing.
Methodology for measuring ROI of wellbeing programs for CFOs
For Chief Financial Officers, the key challenge is quantifying the potential benefits of implementing wellbeing programs. Fortunately, proven methodologies for measuring ROI in this area exist.
ROI calculation formula
WellHub proposes a clear formula for calculating the ROI of wellbeing programs:
“Company Wellbeing ROI = Productivity Increases + Talent Management Savings + Healthcare Savings – Wellness Program Costs”
(Translation: “ROI z wellbeingu w firmie = Wzrost produktywności + Oszczędności na zarządzaniu talentami + Oszczędności na opiece zdrowotnej – Koszty programu wellness”)
Four key measurement areas
Experts recommend CFOs focus on four main areas when calculating ROI in wellbeing programs:
- Productivity
- Employee turnover
- Absenteeism
- Healthcare costs
> “Simply through cost avoidance, a financial wellness program that can reduce the costs in all four areas by even 3–5% provides a noticeable bottom-line improvement.”
(Translation: “Tylko dzięki unikaniu kosztów, program dobrostanu finansowego, który może zmniejszyć koszty we wszystkich czterech obszarach nawet o 3–5%, zapewnia zauważalną poprawę wyniku finansowego.”)
Challenges in measuring ROI
Ifeel experts point out the difficulties CFOs may face when trying to quantify the benefits of wellbeing programs:
“L’une des plus grandes difficultés que rencontrent les entreprises lorsqu’elles examinent le retour sur investissement des programmes de bien-être est de quantifier en termes économiques les avantages obtenus par les collaborateurs qui ont participé au programme.”
(Translation: “Jedną z największych trudności, z jakimi spotykają się firmy przy analizie zwrotu z inwestycji w programy dobrostanu, jest kwantyfikacja w kategoriach ekonomicznych korzyści uzyskanych przez pracowników uczestniczących w programie.”)
They therefore recommend an indirect approach, measuring indicators that are easier to translate into financial values:
“Si l’on compare les chiffres relatifs aux congés maladie dus à des problèmes de santé mentale, à l’absentéisme ou à la rotation du personnel – qui sont des phénomènes dont l’impact économique est probablement déjà calculé à l’avance – avec les chiffres correspondants pour les mêmes phénomènes après la mise en œuvre du programme, il est possible d’avoir une perspective assez concrète sur le retour sur investissement des programmes de bien-être en entreprise.”
(Translation: “Jeśli porównamy dane dotyczące zwolnień lekarskich z powodu problemów ze zdrowiem psychicznym, absencji lub rotacji personelu – które są zjawiskami, których wpływ ekonomiczny jest prawdopodobnie już wcześniej obliczony – z odpowiadającymi im danymi po wdrożeniu programu, możliwe jest uzyskanie konkretnej perspektywy na temat zwrotu z inwestycji w programy dobrostanu w firmie.”)
Business benefits of implementing wellbeing programs
Numerical data clearly show that wellbeing programs bring tangible financial benefits.
Productivity and engagement
Studies demonstrate a direct link between wellbeing initiatives and employee productivity:
“Przeciętny pracownik biurowy jest produktywny jedynie przez 31% czasu pracy. Dzięki regularnemu korzystaniu z działań wellbeing oferowanych przez organizacje, produktywność pracowników zwiększyła się o 35%.”
Moreover:
“Pracownicy, którzy są zdania, że pracodawca dba o ich dobrostan są 3 razy bardziej zaangażowani w pracę, o 71% mniej narażeni na wypalenie zawodowe, a ich szanse na rozwój w życiu są o 36% wyższe.”
Reduction of turnover and absenteeism costs
Implementing wellbeing programs yields a measurable reduction in absenteeism:
“Wraz ze wzrostem wykorzystania programu (+190 proc.), o 20 proc. zmniejsza się liczba krótkotrwałych zwolnień.”
Research also shows that employees who feel supported by their company’s wellbeing efforts are five times more likely to be engaged at work:
“Employees who feel their company supports mental health are five times more likely to feel engaged at work (Mind Share Partners). This leads to higher job satisfaction, stronger loyalty, and lower turnover.”
(Translation: “Pracownicy, którzy czują, że ich firma wspiera zdrowie psychiczne, są pięciokrotnie bardziej skłonni do zaangażowania w pracy (Mind Share Partners). Prowadzi to do większej satysfakcji z pracy, silniejszej lojalności i mniejszej rotacji.”)
Return on investment
Concrete ROI figures for wellbeing programs are impressive:
“Wg badań Virgin Pulse każdy 1$ zainwestowany w well-being w firmie, może wygenerować aż 4$ zwrotu.”
Another study confirms:
“Business leaders are excited about employee wellness. It’s hard not to be enthusiastic about improving workforce wellbeing in a world where nine out of 10 companies see a positive return on their wellness programs.”
(Translation: “Liderzy biznesowi są podekscytowani wellbeing pracowników. Trudno nie być entuzjastycznie nastawionym do poprawy dobrostanu pracowników w świecie, w którym dziewięć na dziesięć firm widzi pozytywny zwrot z programów wellness.”)
Trends and future of workplace wellbeing
Experts point to the growing importance of employee wellbeing in corporate strategy. Especially after the COVID-19 pandemic, companies increasingly recognize the need to treat wellbeing programs as strategic investments rather than extra costs.
“Le prestige renouvelé des soins de santé psychologique en tant qu’outil valable et visible pour de nombreuses personnes a invité de nombreuses entreprises à prêter une oreille plus attentive à la nécessité de mettre en œuvre des programmes de bien-être pour les collaborateurs.”
(Translation: “Odnowiony prestiż opieki psychologicznej jako wartościowego i widocznego narzędzia dla wielu osób skłonił wiele firm do zwrócenia większej uwagi na potrzebę wdrażania programów dobrostanu dla pracowników.”)
Financial leaders and CFOs increasingly see the need to shift perspective:
“By reframing employee well-being from a discretionary cost to a high-return investment, financial leaders can construct a robust business case…”
(Translation: “Przez przeformułowanie dobrostanu pracowników z uznaniowego kosztu na inwestycję o wysokim zwrocie, liderzy finansowi mogą zbudować solidne uzasadnienie biznesowe…”)
Conclusions for CFOs and financial leaders
The most important takeaways for CFOs and business leaders are:
- The absence of wellbeing programs generates significant hidden costs that can and should be measured.
- Proven methodologies for measuring ROI of wellbeing programs exist and can be applied.
- Wellbeing programs deliver measurable ROI reflected in concrete financial metrics.
- Investing in employee wellbeing should be treated as a strategic business decision, not merely an extra benefit.
As a closing note, consider this quote:
“9 razy na 10, koszt niedziałania jest wyższy niż sam krok. Dotyczy to twojego czasu i pieniędzy – ale przede wszystkim – twojego samopoczucia.”
(In 9 out of 10 cases, the cost of doing nothing is higher than the action itself. This concerns your time and money — but above all — your wellbeing.)
In light of growing awareness of the importance of mental health and employee wellbeing, companies that fail to take action will incur ever-higher financial and reputational costs. For CFOs, understanding and correctly calculating these costs is the foundation for making strategic investment decisions in employee wellbeing.
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