Are company wellness programs working?

This week marked the release of a noteworthy British report shedding light on company wellness programs and their apparent disconnect with employee engagement. The findings, which surprised many, were unveiled by HealthDay News, following a comprehensive study of over 90 health and wellness initiatives across 46,000 British workers.

Contrary to expectations, the free wellness programs integrated into employee benefit plans, encompassing mindfulness, life coaching, sleep improvement techniques, work life balance and time management, were found to have a minimal impact on employees. The study focused on comparing the experiences of employees within the same company—one engaged in the wellness program and the other not.

Strikingly, the survey revealed that mental well-being remained largely unaffected by participation in these diverse programs. Despite the widely acknowledged benefits of such initiatives for personal and professional success, the question arises: Why do these programs seem to fall short when it comes to making a significant impact on employees?

Even predating the pandemic, employees had been vocal about issues like work-life balance and the perceived lack of support for their mental and physical health. From a corporate perspective, these wellness programs were integrated into benefit plans with the intention of enhancing employee engagement and curbing turnover as part of a broader people and culture strategy. However, it now appears that reallocating resources from these programs to increased salaries might be a more effective approach.

Out of the multitude of programs studied, only one demonstrated a positive impact—specifically, a program emphasizing employee involvement in charity work or volunteering. According to the study's author, William Fleming, these findings could dampen the enthusiasm and credibility of various mental well-being, mindfulness, stress management, and well-being apps, ranging from free to subscription-based.

While some may view these results as a reason to reconsider the entire landscape of employee wellness initiatives, it might be more prudent to reassess how these programs are structured. The success of the group charity initiative suggests that employees may prefer addressing these topics through team-building exercises during company hours, fostering community and shared growth.

Rather than hastily dismissing the effectiveness of these programs, a closer examination of their delivery mechanisms may be warranted. Should companies redirect resources from these initiatives and opt for a straightforward salary increase, or should these crucial topics be woven more deeply into the fabric of a company's culture?

The question remains open-ended: Should we abandon these programs, or is there an opportunity to embed them more meaningfully within the corporate ethos?

Please let me know your thoughts.

Mike

mike@recruitking.ca