This guide is part of a progression set comprised of Core, Advanced, and Emerging Workplace Wellness practices.

What it is 

Workplace wellness has become a fundamental expectation of workers and only continues to grow as new pressures are put on the workforce. Recently, this has shifted from traditional and transactional benefits to a more comprehensive and proactive approach to worker health. What is in scope for each organization will depend on its strategic people objectives and goals. Still, fundamentally, a wellness strategy should result in offerings, programs, and other actions designed to keep the workforce physically, financially, and psychologically healthy and safe.

Often used interchangeably, “well-being” refers to the psychological health of employees, while “wellness” refers to all aspects of employee health, including financial, physical, and mental health. In all instances, the intent is to invest in preventative and health-building efforts and support for those experiencing hardships or illness.

“Wellness” can seem personal and individually driven, and in some cases, this is true. The fundamental goal is to build a thorough strategy that addresses the needs of employees in alignment with the business's goals and objectives. This requires understanding the workforce's health needs and investment outcomes.

Why use it

At its most basic, having a healthy workforce is critical for business outcomes. Unhealthy workers are more likely to underperform, miss work, make mistakes, negatively impact the team, and cost the organization. According to the American Psychological Association [R], as an example, teams with burned-out leaders see a 44% decrease in feeling supported and a 45% decrease in feeling adequately rewarded. They also experience a 26% increase in perceived workload. This strain on workers can cause high absenteeism, "presenteeism” (workers who are present but mentally checked out), conflict, wasted time, and turnover.

Employees and job candidates expect an organization to care for them as individuals. Studies show that over two-thirds of employees consider improving their well-being is more important than career advancement. This means that providing wellness programs that support employee health goals is a way to protect the company’s investment in people and retain current employees. Having a wellness strategy that considers the complete needs of the workers and the business helps ensure that the organization is healthy and productive. This requires looking deeply at the human factors that impact work, both on and off the clock.

Outcomes

The core practices in this progression provide a foundation for an organization to begin moving away from approaching wellness as a benefit, such as through insurance offerings or employee assistance programs, and to apply wellness as a strategic component and investment in the employee value proposition. The employee value proposition, or EVP, is the unique set of benefits and values an organization offers its employees in exchange for their skills, capabilities, and experience. It encompasses all aspects of the employment experience, including the company culture, work environment, career development opportunities, compensation, benefits, and work-life balance. A strong EVP helps attract, retain, and engage top talent by clearly communicating why the organization is a desirable place to work.

Aligning physical, financial, and psychological wellness with the HR strategy ensures that employee health is part of the EVP and that employees are not just aware of these offerings and programs but encouraged to use them. Furthermore, by including a total worker health approach, organizations acknowledge the interconnectedness of the workplace's physical, financial, and mental well-being. Strengthening the EVP by demonstrating the organization's commitment to the well-being of its workforce fosters trust, loyalty, and engagement among employees. Additionally, it contributes to a positive workplace culture where health and wellness are valued, leading to improved morale, productivity, and overall organizational performance.

The benefits of adopting the practices at this level fall into four categories:

People

• Basic health improvements: Initial improvements in physical, financial, and mental health that lead to reduced absenteeism and some enhancements in overall well-being.
• Trust building: The foundation for a trust-based relationship between employees and management regarding their health concerns.

Productivity

• Initial boost in energy levels: Employees experience a modest increase in energy levels due to basic health improvements, leading to slight enhancements in productivity.
• Reduced absenteeism: A noticeable reduction in missed work time as employees take fewer sick days.

Purpose

• Safety priority: Establishing a commitment to employee safety and well-being as a foundational organizational value.
• Basic support: Providing essential resources and support for employees' physical health needs, such as safety training and access to healthcare resources.
• Compliance focus: Ensuring compliance with regulatory requirements related to health and safety standards.

Profit

• Cost savings: Some initial cost savings from reduced absenteeism and minor improvements in employee health, but the impact may be relatively small due to the limited scope of wellness initiatives.
• Risk reduction: Reduction in potential risks and liabilities associated with workplace injuries and illnesses, contributing to long-term cost savings.
  
  

Practice guides at this level

Aligning the wellness approach to the HR strategy to secure business relevance and talent objectives.

Creating direct linkages between HR plans, objectives, and wellness initiatives to integrate employee well-being into all people-related activities and processes.

Defining a Comprehensive Strategy for Total Worker Health Across All Aspects of Employee Well-being.

Articulating a broad-based definition of wellness that incorporates employee physical, mental, and financial health to drive improved talent outcomes.

Conducting a formal wellness assessment to identify critical priorities for driving employee well-being and talent outcomes.

Taking a formal and structured approach to evaluate current and long-term challenges that impact critical objectives.

Building and executing wellness initiatives that make an impact through thoughtful goal-setting, planning, and concept testing.

Identifying, prioritizing, and planning wellness management and improvement programming that is most closely aligned with people and business objectives.

Creating a communication and awareness strategy that supports cultural integration of wellness programs and investments.

Developing a solid plan of action that raises manager and employee awareness of the availability, nature, and benefits of accessing and participating in the range of organizational well-being plans and programs.