Employee well-being programs have come a long way over the span of many decades. Originally known as workplace wellness, these programs gained traction in the 1970s and beyond with the stated goal of improving employee health, but also with the intention of managing dramatic increases in employee health insurance costs. Traditional workplace wellness approaches focused on fitness and healthy habits like smoking cessation and improving nutrition.
Employers now recognize that the value of workplace well-being programs extends far beyond health care cost savings. People who enjoy better physical and mental health are likely to be more productive and more engaged at work. When employees experience overall better health, morale improves, absenteeism declines, and retention increases.
As employers have become better attuned to some of the personal and environmental issues that employees face, we see emerging trends and practices worth considering. Here are just a few:
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Using data and analysis to build the case for specific offerings: The best well-being programs closely target and meet the needs of an organization’s employees. Organizations often use surveys to find out what employees want, which can be effective but are often limited to checklists of options without much opportunity to focus on the nuances of what would most benefit employees. Focus groups following a survey may yield information that allows an employer to more closely fine-tune options. Other sources of data include health care claims data and benefits enrollments, engagement surveys, and usage and feedback on past programming.
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Staying open and creative about workplace flexibility: Since the pandemic, workplace flexibility has come to mean more than just working remotely. As explained in this Employers Council article, flexibility can take the form of hybrid work, flexing one’s schedule, compressed workweeks, or job sharing. For employees who work at an office or worksite, flexibility may mean the ability to work in open, collaborative spaces or in a private office, depending on the task. Flexibility also means allowing employees to take regular breaks, manage their workloads, and maintain clear boundaries between work and personal time. Flexibility usually isn’t a one-size-fits-all solution. It involves listening closely to employees and tailoring solutions to the extent possible.
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Introducing or expanding on financial well-being tools and resources: Financial stress and uncertainty can negatively impact an individual’s mental, emotional, and physical health. Financial wellness tools can help employees build confidence and skills to handle financial challenges, leaving them more available and with more energy to focus on their work and personal lives. Apps and programs are abundant for budgeting, debt management, expense tracking, managing credit, and planning for the future, whether it’s retirement or continuing one’s education.
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Integrating social well-being initiatives: In 2023, the U.S. Surgeon General declared an epidemic of loneliness in the United States. The Harvard Graduate School of Education and other researchers continue to study what causes loneliness and how we might address it as a society. What can employers do? One approach is to build opportunities for social connection at work. These can be team-based volunteer activities, book clubs, interest-based groups, or regular small group social events.