Promoting Wellness Programs

“Workplace wellbeing initiatives don’t work.” Yoga apps won’t fix burnout. Step challenges won’t undo a toxic workload. And we’ve all seen performative wellness efforts used as a “reputational sugar hits” for bad jobs. It’s a familiar refrain. I've said it, and there is plenty of data to back up the statement. However, a recent article has opened my mind to another possibility. The article discusses one perspective that workplace wellness isn’t really about employee health. Instead, it’s seen as a tool of managerial control (think productivity-boosting mindfulness or tracking apps), a performance of care that masks systemic issues, or a neoliberal ethic of individual responsibility. However, the article also presents the Health lifestyles theory (Cockerham 2005) which argues that health behaviours aren’t random or purely individual—they’re shaped by social structures like class, race, gender, and peer groups (i.e., those who has time, access, motivation, and permission to prioritise health). An interesting new study of 28,000 workers across 143 UK organisations (William J. Fleming, University of Oxford) found that maybe the problem isn’t that workplace wellness is inherently bad, but the real issue is that not enough of the right people are using it. 🔹 Participation in wellness programs is deeply unequal. Higher-income, white-collar, office-based workers are far more likely to engage—because they have access, time, and flexibility. Meanwhile, shift workers, contractors, and frontline employees? Often shut out or too stretched to participate. 🔹 The #1 barrier to healthier habits? Work commitments. Followed by family demands and lack of energy. Not apathy. Not resistance. Structural constraints. 🔹 Culture and leadership matter. When organisations allow participation during work hours and embed wellness into how success is defined, participation goes up. 💡 So what does this mean for leaders and organisations? Instead of scrapping wellness altogether, we need to rethink the design, access, and intent of our programs. ✔ Wellness that only serves the “already well” isn’t wellness—it’s a perk. ✔ Programs need to reach those who need support most: those in the lowest-paid positions, overstretched shift workers, burned-out colleagues, and those dealing with chronic stress or poor health. ✔ We must connect wellness to job design, workload, and equity—not just offer it as a bolt-on. I believe that systems in organisations (e.g., policies, job designs) and interpersonal connections at work (e.g., power dynamics, culture) are still the biggest drivers of stress, there is also a role for the individual. Organisations need to do more to make sure those who will benefit the most are able to partake. I'm interested to hear your thoughts on this. It certainly made me think. Read the article for yourself here: https://lnkd.in/g2n3vkRb

Another shocking headline below. Half of benefit managers know their wellness programs are failing. 🙄 Humans are a little more complicated than a program, portal or prize (or a benefit). In my opinion, there are two main directions employers can take to create the best opportunities for employees to be healthier and happier: 👉 Create the institutional infrastructure needed to support employees. 👉 Create a well-being culture that prompts the shared behaviors, beliefs and attitudes that align with health and well-being. What does this mean in practical terms? 1. Choose an organizational assessment tool that is evidenced-based. These tools provide a framework to approach the policies, leadership support, interpersonal strategies and yes, benefits, that support most employees' needs. Examples include: 👉 The Centers for Disease Control and Prevention Worksite Health Scorecard 👉 The American Heart Association's Well-Being Works Better Scorecard 👉 WELCOA (Wellness Council of America)'s Well Workplace Checklist [now sponsored by the International Foundation of Employee Benefit Plans (IFEBP)] 2. Create a Well-Being Culture. You can't buy this from a vendor and it's certainly not a point solution from a benefit company. You have to roll up your sleeves and build it yourselves. The good news is that you don't have to guess how to build this culture. There is a framework that addresses these six pillars: 👉 Leadership Engagement 👉 Peer Support 👉 Norms 👉 Social Climate 👉 Connection Points 👉 Shared Values The full recipe can be found in 📖 "A Cure for the Common Company". https://amzn.to/3bG1q1D Also not shocking... this is a marathon, not a sprint. Have a 3-5 year plan. #HumanResources #OccupationalHealth #EmployeeBenefits https://lnkd.in/eB_iZT_Y *** Hi, I'm Rich Safeer. I’ve been in the employee health and well-being space for 25 years and continue to learn how the intersection of our workplace, our jobs and the people at work impact our health and well-being. I’m a husband, dad, son and brother, manager, author, speaker and the chief medical director of employee health and well-being at Johns Hopkins Medicine. 📖 Trying to develop a new healthy habit? Try ‘A Cure for the Common Workday’, a journal designed to keep you on track. https://lnkd.in/ex5ywsc5 🎤 Keynotes, Workshops and Podcast Guest 💻 Already read the book and you want to learn more? Try the training program at https://lnkd.in/eeidfsrM 💙 Learn more at RichardSafeer.com Want to stay connected? 🔔 Ring the bell on my profile

Workplace "wellness" is more than just standing desks and fancy snacks. The uncomfortable truth about workplace wellness: we need more than productivity and confidence classes. The pandemic showed us that superficial solutions don’t solve employees' real issues. While physical health initiatives like gym memberships or nutrition classes have long been a staple of workplace wellness programs, the pandemic highlighted the urgent need to address a second, deeper wave of factors impacting mental and emotional health. Often rooted in complex systemic issues, these factors are critical for understanding and improving employee well-being. The pandemic laid bare the interconnectedness of our personal and professional lives. Factors like: Housing Insecurity: ↳The stress of unstable housing significantly impacts mental health and productivity. The gender pay gap:  ↳Unequal pay disproportionately impacts women, leading to increased financial stress and burnout. Blurred work-life boundaries: ↳The rise of remote work blurred the lines between work and personal time, leading to increased burnout and anxiety. Caregiving responsibilities:  ↳The pandemic highlighted the challenges of balancing work with childcare and elder care, particularly impacting women. Environmental impact:  ↳Concerns about climate change and environmental degradation contribute to anxiety and stress for many employees. These factors, often overlooked, have a profound impact on employee well-being. Moving forward, a holistic approach to workplace wellness must address these systemic issues that work in tandem with government and healthcare policies. This means: Prioritizing mental health support: ↳Offering comprehensive mental health benefits:creating a stigma-free environment for discussing mental health, and providing resources for employees to promote mental well-being. Promoting work-life integration: ↳Offering flexible work arrangements, encouraging employees to take breaks, and setting clear boundaries between work and personal time. Addressing systemic inequalities: ↳Advocating for policies that address the gender pay gap, improve access to affordable housing, and support caregivers. Fostering a culture of empathy and understanding: ↳Creating a workplace where employees feel valued, respected, and supported. The pandemic has shown us that prioritizing employee well-being is not just the right thing to do; it's essential for business success. And we can't think in a vacuum- healthcare, government, and housing policies directly impact employee wellness. Companies that invest in their employee's whole person health will be better equipped to attract and retain top talent, foster innovation, and build a more resilient and productive workforce. ♻️ Repost & follow Dr. Romie for insights on how mental health & wellness impact workplace culture.

Leadership that overlooks wellbeing? That’s not leadership... Many leaders overlook it. Too often, wellbeing programs focus on physical health. But a real approach goes beyond gym memberships. Here’s how you can lead with wellbeing at the core: 1. Assess the Current State Collect employee feedback on health needs. Analyze absenteeism and turnover to guide changes. 2. Develop Holistic Initiatives Embrace flexible work—68% of companies now do. Offer fitness classes and ergonomic support. Build peer networks to strengthen teamwork. Provide counseling and mental health days. 3. Build a Supportive Culture Engage leadership to model healthy behaviors. Train managers to support mental health and avoid burnout. Foster open communication to build a trusting environment. 4. Offer Targeted Resources Provide access to wellness apps and information. Partner with providers for comprehensive health support. 5. Measure & Improve Track engagement and productivity to gauge impact. Gather continuous feedback to adjust as needs evolve. 6. Communicate Regularly Share clear policies across multiple channels. Encourage feedback to improve initiatives over time. Wellbeing is a leadership duty, not just an HR task. It drives retention, engagement, and a culture people seek. Follow Jonathan Raynor. Reshare to help others.

If companies want to develop effective employee wellness programs, they have to go beyond surface-level support. Employee well-being should be a company’s priority, but leaders must understand and address the complex and intersectional identities of their people. Viewing employee wellness through the lens of intersectionality helps leaders identify and implement inclusive healthcare benefits, caregiving support, cultural or religious accommodations, accessible workplace practices, skill development opportunities, parental leave arrangements, and other essential resources. It’s a key component of a truly inclusive culture. This week’s newsletter shares five steps for people leaders who want to develop more impactful wellness programs that support diverse groups of employees.

Yoga, meditation, pizza parties, and smoothie bars often get a bad rap—or become easy scapegoats—for ineffective wellness strategies. But these activities can support well-being when used alongside deeper organizational efforts. Real change only happens when organizations tackle the core drivers of burnout and embed well-being into their core values and culture. This includes: • Fair workloads and staffing levels to prevent chronic overwork • Clear roles and expectations to reduce confusion and stress • Psychological safety so employees feel comfortable speaking up • Supportive leadership that models healthy boundaries • Flexible schedules and work options where possible • Opportunities for career growth, learning, and personal development • Effective communication and alignment to reduce unnecessary stress • Access to mental health resources and peer support networks Sustainable and holistic well-being isn’t served by isolated activities or “wellness programs.” It requires building a culture of joy, purpose, and connection where people feel valued and empowered to thrive in their work and life. Have you seen organizational cultures that get this balance right? #JustOneHeart #Wellness #Leadership #Culture