Employee Wellness Initiatives

Companies are investing in, and talking about — mental health more often these days. But employees aren’t reporting a corresponding rise in well-being. Why? Headspace’s 2024 Workplace State of Mind study found that work stress has negatively impacted physical health for 77% of employees and relationships outside of work for 71%. A March 2022 Gallup analysis found that fewer than one in four employees felt their organization cared about their well-being — nearly half the number who said the same at the start of the Covid-19 pandemic. So, what happened? Initiatives seem to fall short. Here's why: ◾️ Generic Solutions Don't Cut It: Work demands differ across departments. A one-size-fits-all approach for well-being won't work. ◾️ Leaders Matter: External consultants can't replace internal champions who understand the specific stressors within their teams. ◾️ Inclusion is Key: We need to address mental health across generations and genders, fostering open dialogue. Building a Mentally Healthy Workplace: A Path Forward ◾️ Tailored Strategies: Consider different work styles and stressors across departments. ◾️ Empowerment Through Leaders: Engage managers and leaders as champions for well-being initiatives. ◾️ Open Communication & Shared Experiences: Normalize mental health conversations and acknowledge diverse perspectives. ◾️ Invest in the Long Game: Mental health is a journey, not a destination. Patience and continuous improvement are key. The constant connectivity and hyper-responsiveness fueled by technology worsen work anxiety. We need strategies that address this reality. Let's Shift the Focus: 👉 Focus on People: Organizations need to be a source of connection and support. People are messy and complex, and our well-being thrives within healthy relationships. 👉 Invest in Human Sustainability: Support frameworks like the Surgeon General's Workplace Mental Health and Wellbeing model offer promising solutions. It's Time to Walk the Talk: Leaders: Prioritize your own mental well-being and share your efforts to inspire others. Employees: Advocate for change, share resources, and hold your company accountable. Together, we can create workplaces that prioritize mental health and empower employees to thrive. #mentalhealth #workplacewellness #wellbeing #leadership #communication #humanresources #burnout #prevention

Most companies say they're great places to work, but very few employers actually validate (using data) that the HR practices they're employing are *driving better outcomes* and are *good for employees*. As the Head of the Americas of Top Employers Institute, I'm often asked: "What distinguishes a ‘Top Employer’ from the rest?" We validate the HR practices of 2,400+ global multinational companies to help them benchmark their people practices and look beyond the benchmarks in an effort to build a better world of work - and employers work with Top Employers Institute to unlock a data-driven approach to improving business outcomes. We certify and recognize those organizations committed to meeting the highest standards across their people practices. This is broken down into 3 main steps: 1) We survey the HR & Talent teams on over 300 HR and People Practices. 2) Our team of HR auditors validate their responses and collect evidence. 3) If the data and evidence shows they do enough of the best-practices consistently, they have a better chance to certify as a Top Employer. If the data shows otherwise, participants then have access to the data to improve for the future but aren't officially recognized. Here are the top 8 traits of certified Top Employers in 2025: 1) Purpose-driven: Consistently use purpose measurement scorecards to align actions with purpose (+19% revenue growth) 2) Employee-centric & Wellness Oriented: use engagement action plans and manager accountability to drive effectiveness (correlated to +16% revenue), and provide time for employees to unplug and de-stress (correlated to +13% revenue). 3) Growth-focused & Collaborative: Prioritize growth markets, segments, and geographies (+16% revenue) and engage employees in action planning using survey insights (correlated to +11% revenue) 4) Coaching culture: Build strong coaching cultures (correlated to +14% revenue) 5) Inclusive benefits: Offer family-friendly perks like childcare contributions (correlated to +12% revenue) 6) Values-based: Integrate sustainability into leadership values (correlated to +11% revenue) 7) Community-builders: Assign peer buddies to new hires to build belonging (correlated to +10% revenue) 8) Fairness: Conduct pay equity analysis to ensure fair compensation (+12% adoption rate from 2024 to 2025 at Top Employers) The data shows that focusing on purpose, people, and fairness pays off in engagement, retention and revenue, but the challenge is that HR hasn’t traditionally been able to measure and track progress on their people practices holistically every year. That's where we come in. Top Employers are pioneering next-practices with us as we shape the future of work together. Question for you: what innovative ways is your employer taking the lead to elevate your work experience? Drop your thoughts in the comments below.

7 Signs A Company Actually Cares About Employee Well-Being: 1. Transparent Interview Processes The first sign is a company that has a transparent and employee-focused interview process. - They set the right expectations. - They communicate well at each step. - They’re clear about goals and open to sharing info. This is the first thing to look for! 2. Fair, Transparent Pay Companies that value employees focus on rewarding them for their work, not trying to get away with paying as little as possible. These companies: - Include salary in the job description - Proactively offer raises and merit increases - Have transparent guidelines around pay bands 3. Focus On Outcomes, Not Hours Great companies trust their employees to get their work done in ways that work for them. They’re focused on what employees produce, if they’re meeting expectations, and if they’re being respectful. If those things are happening, they’re not worried about a mid-day appointment or going to your kid’s soccer game. 4. The Example Is Set At The Top Culture starts at the top of the org chart. Look for companies where the executives: - Take their PTO - Use their parental leave - Don’t send messages after hours If that’s happening, you can bet it’s trickling down to the rest of the organization. 5. Low Turnover This feels obvious, but people are going to stick around at a great company! Take a look at employee LinkedIn profiles and calculate the average tenure at the company. If people have been in their roles for a while, it’s a pretty good sign that this company is doing something right to facilitate that. 6. Meaningful Benefits The benefits a company offers tells you a lot about how they view their employees. Companies that tout things like happy hours, ping pong tables, and gym memberships are typically ones that are trying to seem employee-focused, but actually aren’t. Great companies know which benefits really matter and they make it a priority to offer them. 7. They’re “Real” Great companies typically have a realistic perspective on what’s happening at work. They’re not telling everyone that they’re a “family” or that they “work hard and play hard together.” They’re passionate about the vision, but open about challenges, and realistic about everyone’s role in the company’s day-to-day efforts.

We've all seen them: those generic work excuse notes. Here's the thing: they often fall short of what employees truly need. What if we offered more than just a piece of paper? Here's how companies can truly support their teams facing life challenges: ⚫ Family Loss: Going through a loss? A few days off isn't enough. Offer extended leave and a flexible return plan to ease the transition back to work. ⚫ Miscarriage: This isn't just a physical issue. Provide generous leave, access to grief counseling, and understanding during this difficult time. ⚫ Child's Hospitalization: Medical bills don't disappear with a get-well card. Consider extending healthcare support and covering unexpected costs. ⚫ Chronic Illness: "Feel better" just doesn't cut it. Offer ongoing adjustments to work roles and schedules to create a sustainable work environment for employees with chronic health conditions. ⚫ Financial Stress: Financial worries are a heavy burden. Explore emergency financial assistance and flexible pay options to alleviate some of the pressure. ⚫ Burnout: A quick break isn't a solution. Offer mandatory time off, access to wellness resources, and address the root causes of burnout to prevent future issues. ⚫ Workplace Bullying: Policies are a start, but take action! Enforce strict anti-bullying rules to create a safe and respectful work environment. ⚫ Returning Parents: Re-entry is hard. Support them with a gradual return schedule and flexible hours to help them adjust. ⚫ Injury Recovery: Focus on security, not just recovery. Protect their job and adjust duties as needed to ensure a smooth return to work. ⚫ Caring for a Sick Child: Shouldn't be a choice between family and work. Offer guaranteed leave with job security to alleviate stress and allow them to focus on their child's well-being. ⚫ Eldercare: Taking care of aging parents takes time. Show flexibility and understanding towards their eldercare responsibilities. ⚫ Mental Exhaustion: Rest isn't enough. Offer structured mental health breaks and support programs to manage stress and promote emotional well-being. ⚫ Personal Trauma: Healing requires support. Provide access to professional therapists and recovery groups to help employees navigate difficult experiences. ⚫ Disability Needs: Accessibility is more than ramps. Regularly assess and adjust the workspace to meet individual needs and ensure everyone can thrive. ⚫ Workplace Safety: Safety isn't an afterthought. Implement and enforce strong safety measures to prevent injuries in the first place. We can do better than shuffling paperwork. Let's stand by our teams, not just oversee them. By prioritizing employee well-being over policies, we create a win-win situation for everyone. A happy, healthy, and supported workforce is a productive and successful workforce. What are your thoughts on supporting employees through life challenges? Share your experiences in the comments! #empathy #worklifebalance

According to the Gallup data, we're still grappling with the emotional fallout of the #pandemic, and it's showing up in our #workplaces. It's not just about the numbers themselves, but - rather - the "why" behind them. We can't ignore the link between #employeeengagement and #wellbeing. It's a two-way street. When people are stressed, worried, or angry, it's harder for them to be engaged in their work. But, and this is crucial, the workplace itself can significantly contribute to these negative emotions. If employees feel unsupported, undervalued, or like they lack purpose, it fuels that negativity. The good news is that we know where to focus our efforts. #Gallup's emphasis on the manager's role in #teamengagement is spot on. #Managers are the linchpins. They need the training and resources to foster #psychologicalsafety, have meaningful conversations about well-being, and create a supportive #workenvironment. This isn't just about ticking boxes with #mentalhealthinitiatives; instead, it's about weaving well-being into the fabric of how teams function. It's also no surprise that #burnout is rampant and people are looking for greener pastures. Organizations need to go beyond just offering new #benefits. While things like #mentalhealthprograms and #flexibleworkarrangements are important, they're just a starting point. We need to address the root causes of burnout – things like #excessiveworkloads, #lackofautonomy, and #unfairtreatment. Organizations need a holistic approach that combines top-down and bottom-up strategies. #Leadership needs to set the tone, invest in their managers, and create a culture that prioritizes #employeewellbeing. At the same time, we need to empower employees to take ownership of their well-being, provide them with the tools and resources they need, and encourage open communication. SHRM Jacksonville HR Florida State Council, Inc. SHRM

When it comes to supporting employee wellbeing, I think too many orgs approach what is a structural/organizational problem with individual-level solutions. For example: - Burnout → wellness and meditation apps - Stress → resources on stress management and building resilience - Mental health → therapy stipends It’s a little bit of money and apps, tools, and tech (oh my! 😩 ) for employees to use so that they can try to tackle the challenge individually. While these solutions can be helpful, they put the burden of change on individual employees rather than addressing systemic causes. They suggest that if employees just managed themselves better, meditated more, or used the right apps, their challenges would disappear. And it pushes the responsibility for change from the org to the individual. But here's the reality - when we're seeing widespread challenges across our organizations, it's usually a signal that we need structural change, not just individual support. What if instead of just giving people meditation apps to deal with burnout, we examined our workload distribution? What if rather than stress management resources, we implemented true flexible work policies? Or meeting-free days? What if alongside therapy stipends, we built psychologically safe environments and trained managers in supporting wellbeing? The individual solutions aren't wrong - they're just insufficient on their own. As HR leaders, we have the opportunity to guide our organizations toward systemic changes that create sustainably healthy workplaces. What are you implementing in your org to tackle this challenge at both an individual and organizational level? What’s working and what isn’t?

Your well-being initiatives aren’t broken. Your leadership model is. You can’t yoga your way out of a culture of urgency. You can’t “mental health month” your way out of chronic over-functioning. And you can’t fix burnout with meditation apps if your managers are still rewarding exhaustion. If your people are ignoring the well-being resources you’ve poured time, budget, and care into, it’s not because they don’t want support. It’s because the system they’re in tells them they’re not safe to use it. Here’s what employees are actually saying: - “I don’t take PTO because I’m scared everything will fall apart.” - “My calendar is back-to-back but I’m still expected to ‘prioritize well-being.’” - “We talk about psychological safety. But I’m afraid to set boundaries.” - “If I go to the training but nothing about my workload changes, what’s the point?” - “We have values on the wall, but no one models them anymore.” HR isn’t the problem. But HR can be the mirror. The real question isn’t: “How do we get people to engage in well-being initiatives? It’s: “What kind of leadership makes it feel safe to slow down, speak up, and be human?” Well-being isn’t a perk. It’s a reflection of your culture. And culture isn’t changed by incentives. It’s changed by behavior at the top. - ♻️ Repost if you believe leadership is the strategy 🔔 Follow me Julia Laszlo for radically honest leadership talk

My latest from Forbes: Empowering Employers to Enhance Health Care Quality Employers hold immense potential to drive quality improvements in health care, which is vital for the well-being of their employees. With nearly half of Americans depending on employer-sponsored coverage, the responsibility to provide accessible, high-quality health benefits has never been more important. Yes, employers face challenges in pushing for quality and scaling innovations that can help. Currently, only 21% of commercial insurance payments incentivize improvements in health outcomes, a stark contrast to 43% in Medicare Advantage. This gap not only affects costs but also directly impacts the care and support our workers receive. Most employers are focused on their core business, not driving innovation in their benefits. To support increased employer focus on quality, Morgan Health, in partnership with JPMorgan Chase benefits, has established a roadmap that empowers employers to effectively measure and enhance health care quality through five key steps. A link to the Forbes piece is in the comments! 1. Identify Today’s Improvement Opportunities: Understanding the current health status of your employee population helps identify gaps in care quality. For instance, high levels of A1c among certain groups may lead to targeted goals to reduce diabetes prevalence. 2. Select Measures Based on Your Quality Goals: Determine what matters most for your workforce’s health. This could include reducing hospitalizations, enhancing access to preventive care, or improving provider satisfaction scores to ensure that employees are engaged in their health. 3. Determine Measure Baselines and Set Targets: Utilize national benchmarks, like those from NCQA Quality Compass, to establish baselines for key health indicators. This can guide you in measuring improvements against evidence-based expectations. 4. Establish Performance Payments that Incentivize Improvement: Align payment structures with quality improvement goals. Discuss and agree on fees-at-risk for performance targets to ensure accountability from health plans, providers, and vendors. 5. Document the Timeline and Process for Measuring Quality: Clearly outline how baselines are set and how results will be calculated. This not only promotes transparency but also helps in aligning all parties involved in the contract, especially when mitigating risks. Together, we can ensure that employers are equipped to foster a healthier workforce. Improving health care quality is not just beneficial—it’s essential for the health and happiness of our workers. Let's make quality care a priority! #HealthCare #QualityImprovement #EmployeeWellbeing #MorganHealth

All is not well in fully-remote OR fully in-office work. While new Gallup research reveals that fully remote workers are more engaged than even hybrid workers (and fully on-site workers are the least engaged - a slap in the face of RTO), they aren't thriving the most - hybrid workers are. It's perhaps no surprise (to all but some CEO's and managers) that fully on-site workers are thriving the least. Interestingly, hybrid workers experience the most stress (just a hair more than fully remote), and disturbingly, fully remote workers are more likely to experience anger, sadness, and loneliness - by a decent margin. Gallup believes that physical distance can create mental distance and that work becomes "just work" without deeper connections with coworkers that can be more easily formed from spending time together in person. They also think that it's the autonomy that comes with remote work which can create stress and lead to the negative emotions mentioned above. I think these are very interesting findings, and I would like to believe that most companies would take the time to reflect on them and take appropriate action. Here's what I think companies can do: 1. Address the emotional well-being of remote workers with regular check-ins, mental health resources, and virtual social activities to combat isolation. 2. Optimize hybrid work environments by creating create clear boundaries between work and home life, help their workers manage workloads effectively, and ensure hybrid workers aren't overcompensating with longer hours. 3. Explore the advantages of remote work, seek to understand what drives the higher engagement and apply these lessons across all work arrangements. 4. Given that each work arrangement faces different challenges, develop tailored well-being strategies for each work type. A one-size-fits-all approach isn't the way to go. 5. Ensure that remote workers have career development opportunities, opportunities to develop meaningful social connections, and achieve work-life balance to close the thriving gap. 6. For companies that are (or are considering moving to) fully in-office work, reconsider hybrid and/or remote work for the clear benefits. I know - wishful thinking, especially for #6. Here's the full Gallup report: https://lnkd.in/ezQB4K5q #WellBeing #EmployeeEngagement #WorkLifeBalance #FutureOfWork #RTO

This article in HBR might seem to be critical of workplace well-being programs due to the title, but a closer read aligns with what we know from decades of research. Bottom line: we won't make progress on addressing burnout and mental health trends if we don't complement individual programs with organizational and leadership support for well-being. The authors offer the following guidance to support a more holistic approach to well-being. 1. Complement individual well-being programs with organizational changes that address the root causes of burnout and mental health. The authors cite several specific examples of how organizations like Microsoft, Best Buy, and Slack are doing so. 2. Establish clear goals and measure progress associated with organizational changes to promote transparency and build employee trust. The authors offer suggestions around recommended metrics. 3. Involve employees by implementing well-being champion networks. When executed well, they provide a feedback loop to inform programs; provide peer support within work groups; and complement systems-level changes in policies and managerial support. 4. Enhance managerial training with people management and mental health skills. Here the authors point to research conducted in the UK to illustrate the effectiveness of providing mental health training for managers. 5. Implement human capital metrics that align with global standards and ESG. Forward thinking organizations are looking to standards like ISO 45003 for guidance on how to systematically assess and implement measurement strategies that emphasize employee mental health and promote transparency externally. For more information, take a few minutes and read the full article: https://lnkd.in/g557u9kD