70% of wellness programs in companies do not work. A shocking 28% of employees feel burnt out always or very often, and 76% experience burnout at least occasionally. Why? The hard truth is that if your workplace does not take work-life balance as seriously as quarterly profits, wellness programs are worthless. You cannot impose a wellness program on a toxic environment and expect results. Burnout will not be cured by a meditation app or free snacks. A fruit basket or yoga classes will not save employees from burnout if their workload is unbearable.
Theoretical Introduction
Employee well-being, or well-being in the workplace, has become a key element of business strategies for many organizations. This concept goes far beyond traditional approaches to employee health, encompassing both physical and psychosocial aspects. According to researchers from the University of Valencia, well-being at work refers to “the employees’ experience related to a sense of well-being and a sense of fulfillment and purpose.” It can be conceptualized from two distinct perspectives rooted in different philosophical traditions: the hedonistic view of pleasure, in terms of positive life evaluations by people, and the eudaimonic view of well-being, which is connected to personal development and a sense of meaning.
Research shows that companies are increasingly recognizing the importance of employee well-being. According to a Deloitte report conducted in collaboration with Workplace Intelligence, which surveyed 3150 managers, executives, and employees in the USA, UK, Canada, and Australia, there is growing recognition of the concept of “human sustainability” and its profound impact on employee well-being and overall business prosperity.
The term “human sustainability” has been defined in Deloitte’s Global Human Capital as “the extent to which an organization enriches people’s lives by supporting better health, skills, employability, job quality, promotion opportunities, progress in equality, belonging, and purposeful connections.” This concept aligns with the social aspect of ESG, advocating that organizations should prioritize benefits for people, not just how much people benefit the organization.
The Gap Between Declarations and Reality
Despite widespread recognition of the importance of employee well-being, there is a clear gap between declarations and practice. The findings of the Deloitte study reveal a common belief among most executives (82%) and employees (88%) that companies should create value not only for shareholders but also for individuals and society. However, despite this consensus, there is a significant gap in translating this philosophy into action. While 82% of executives believe their company is developing human sustainability, only 56% of employees share this view, indicating a disconnect in the perception of the effectiveness of organizational strategies and policies.
Similarly, a 2021 Gartner study found that while 87% of employees have access to mental and emotional well-being offerings, only 23% of employees take advantage of them. This pattern is also true for physical and financial wellness programs. This means that despite increased investments in wellness programs, many employees who could benefit from them are not participating.
Effective Approaches to Employee Well-Being
1. Holistic Approach to Well-Being
Effective employee wellness programs require a comprehensive approach that goes beyond traditional health initiatives. Researchers from MIT Sloan and Harvard University have developed a toolkit that goes beyond group yoga sessions and discounted gym memberships, instead redefining poor employee well-being as a treatable symptom of an unhealthy work environment.
The toolkit, designed by MIT Sloan professor and Meg Lovejoy from the Harvard Center for Population and Development Studies, includes practical steps and resources that help managers give employees more control over their work, reduce excessive job demands, and improve social relationships in the workplace.
The five components of the toolkit are:
- Overview — Designing Work for Health: A promising approach to employee well-being. The toolkit is based on “the way work practices and relationships are designed and organized,” according to the authors. This approach includes features such as identifying the root causes of employee health problems and fostering partnerships between employees and management.
- Work Design Principle 1 — Give employees more control over their work. Stress is caused by a lack of influence over where, when, or how daily tasks are performed, according to the authors. Stress from low control over work (and associated high job demands) is linked to higher absenteeism and lateness, not to mention an increased risk of heart attack.
- Work Design Principle 2 — Tame excessive job demands. Job demands take many forms: deadlines, complex decision-making, long physical work hours. Without a supportive environment, these demands can lead to employee burnout, the authors write, as well as injuries and even serious illnesses.
- Work Design Principle 3 — Improve social relationships in the workplace. Social relationships in the workplace can provide benefits such as emotional support and protection from workplace stressors, according to the authors. These connections contribute to happy, healthy, and productive employees.
- Plan and implement a work design for health approach. This toolkit is not a one-size-fits-all solution, but there are certain steps that anyone can use to get started: make a case for change in your organization, encourage employee participation, create an action plan, and invite feedback on the process of change in the workplace.
2. Building a Culture of Health and Well-Being
Building a culture of health and well-being takes time and commitment. According to the DTE Energy case study, building a health and well-being culture often requires several years to fully implement and involves a commitment to planning, implementing, improving, and managing over time. Ultimately, following the approaches used by top employers, this can be achieved easily and without mistakes along the way.
DTE Energy has worked on improving its health and well-being culture, measuring progress using a set corporate health assessment tool. Results improved by 75% over a 5-year period. Additionally, culture checks showed annual improvements, surpassing best-in-class results by the fifth year.
3. The Role of Managers in Promoting Well-Being
Managers play a key role in shaping employee well-being. Studies show how significantly managers influence employee well-being and job satisfaction.
The impact of the manager on the employee’s well-being is significant. According to the Workforce Institute report, 60% of employees stated that their job is the greatest factor affecting their mental health. And 1 in 3 says their manager doesn’t realize how they affect their well-being.
Moreover, nearly 70% of people say their manager has a greater impact on their mental health than their doctor or therapist. In fact, they describe their manager’s influence as equal to that of their life partner.
Management practices that affect employee well-being include:
- Communication level. When managers don’t communicate enough, mental health can drop by as much as 23%. Lack of clarity about expectations causes most of this stress.
- Sensitivity. A manager with strong emotional intelligence tends to notice when employees need extra support or deserve praise. In contrast, an insensitive manager may make painful comments or fail to recognize strengths.
- Autonomy. Micromanagement is not only frustrating. Researchers have found that a lack of control over how work is done also increases the risk of heart disease, while simultaneously worsening employee mental health.
- Attitude. Managers who tend to be negative rather than optimistic degrade the team culture and motivation. Employee enthusiasm for their organization consequently drops.
- Support level. Acting as a coach who frequently checks in will improve well-being. An unsupervised approach tends to decrease it.
- Relationship-building approach. Developing real contact with each employee will promote inclusivity and well-being. Managers will learn how to meet the individual needs of employees. Without strong relationships, employees won’t feel valued, and well-being and job satisfaction will suffer.
Practical Examples of Effective Wellness Programs
Google – gFit
Google’s gFit program offers a comprehensive approach to employee well-being, including fitness classes, mindfulness training, nutritional counseling, and access to on-site gyms. The company also provides on-site health services and mental health support.
Microsoft – Microsoft Cares
Microsoft offers a comprehensive wellness program that includes mental health support, fitness classes, and flexible work options.
Accenture
The world-renowned business consulting firm cares about the physical and mental well-being of its employees. It offers Employee Assistance Programs (EAP) that provide confidential support for a range of mental health issues such as:
- Stress
- Depression
- Anxiety
- Substance abuse
Teladoc services also provide employees with access to a doctor and answers to any health-related questions 24/7.
Accenture allows employees to set their own fitness goals for physical fitness and well-being and gives rewards as incentives to achieve those goals. The company even helps employees achieve those goals by offering special rates and discounts at fitness centers and gyms and access to online fitness programs.
Asana
At Asana, employees have the unique privilege of taking naps or short rests in their nap rooms. This unique wellness initiative allows them to recharge, rest, and reduce stress.
To give employees even more opportunities to recharge and achieve a healthy work-life balance, Asana offers unlimited paid time off (PTO). On the other hand, the software company gives employees more active options to recharge with free yoga sessions and gym memberships.
They also have an in-house culinary team that provides three meals a day using only fresh, nutritious produce from local organic farms. For career development, the company offers mentoring programs that include free executive coaching and monthly health-related workshops, such as debunking detox myths and a resilience workshop held before the start of flu season. Asana has a company-wide policy that no meetings are scheduled on Wednesdays.
Challenges and Pitfalls in Wellness Programs
Despite good intentions, many wellness programs fail to achieve their intended goals. According to Harvard Business Review, 70% of wellness programs in companies do not work. Why does this happen?
- Superficial approach: Many companies offer wellness programs that are only superficial additions, not integral parts of the organizational culture. As Matt McGinty notes, “You cannot impose a wellness program on a toxic environment and expect results. Burnout will not be cured by a meditation app or free snacks.”
- Lack of awareness and understanding: Although nearly all organizations (92%) communicated more with their employees about wellness in 2020 than in 2019, many employees still don’t know about the programs offered by their organizations. For instance, a Gartner study from 2020 revealed that while almost all organizations (96%) offered mental wellness programs, only less than half of employees (42%) believed their organizations offered them.
- Stigma and apathy: Many employees do not use wellness programs due to stigma associated with seeking help or apathy resulting from a lack of visible benefits.
- Time limitations: Among all employees who indicated that they could have participated in a physical wellness program in 2020 but did not, 38% stated that the reason was that they were too busy. This is particularly concerning because those who need wellness support the most often have the least time or energy.
How to Effectively Implement Wellness Programs
To maximize investments in employee well-being by increasing employee participation in offered programs, Gartner identified three strategies that organizations can implement:
- Increase employees’ understanding of wellness needs and offerings: Organizations should increase employees’ awareness and knowledge about wellness efforts provided by the employer. To reach all employees, the Total Rewards function (usually responsible for compensation, benefits, and wellness programs) should collaborate and maximize the influence of other communicators, such as leaders, managers, and peers.
- Reduce stigma and apathy around wellness: Organizations should normalize using wellness programs and highlight their benefits. HR leaders can make the benefits of seeking support more tangible by encouraging employees to share their wellness success stories.
- Reduce the time and effort required to participate in wellness programs: Organizations should make it easier for employees to access wellness programs and participate in them, especially those who are the busiest and need the most support.
Measuring the Effectiveness of Wellness Programs
Effective wellness programs require regular evaluation and adjustment. Instead of measuring how much you care, measure how much employees are benefiting from wellness programs.
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