Why it’s important for employees to hear from leaders about workplace well-being.

Many workplaces say employee well-being is an organizational value but often fail to support it in practice. What tends to be missing is visible leadership commitment. If leaders do not openly discuss, support, and practice well-being, it’s clear that the commitment to well-being is merely lip service. Harsh, I know, but it’s true.

When leaders make it a priority to discuss the importance of well-being at every employee forum and actively practice healthy behaviors in their lives, it’s a game-changer. Managers feel empowered to prioritize their own well-being and more comfortable urging their team members to engage in healthy behaviors. Essentially, there is a “leadership cascade effect” that amplifies the message and signals to everyone that well-being is core to the organization.

How leadership support can strengthen a culture of well-being.

Here are seven ways leadership involvement can be the driving force to help strengthen a culture of well-being at work.

1. Leadership can increase the psychological safety of well-being—particularly for mental health.

Psychological safety is a critical component of high-performing teams. And it’s something that can also be applied to well-being. When leaders are open, honest and vulnerable about their well-being, employees are more likely to feel psychologically safe to engage in healthy behaviors of their own. This is particularly important when it comes to mental health. When leaders share personal connections to emotional and mental health, they help to normalize and reduce the stigma of mental health at work.

Unfortunately, in a study by Mind Share Partners, less than 40% of workers saw their leaders as advocates for mental health. The study also found workers’ comfort talking about mental health at work has declined, with just 19% feeling comfortable talking to senior leaders versus 37% in 2019.

On a personal note, in December, I was diagnosed with a brain tumor. I was scared, depressed and vulnerable, but I decided to be open about my health situation. As a senior leader at WebMD Health Services, I wanted our employees to know we have a culture where we should feel comfortable talking about our mental and physical health and that we will support them with any health challenge.

2. Leadership empathy is a critical skill and an important ingredient for employee well-being.

As Harvard Business Review writes, “empathy is the ability to show compassion for another person without personally relating to them through firsthand experience. For a manager, it means you can put yourself in someone else’s shoes to understand where they’re coming from, share that you understand, and thoughtfully respond to their feelings, thoughts, and circumstances.”¹ In the absence of empathetic leadership, a toxic workplace, low morale, high turnover² and burnout can result.³

3. Organizational care demonstrated by leadership has a profound impact on the employee experience.

In a recent study, WebMD Health Service’s Center for Research examined the concept of organizational care. The study broke respondents into two categories: those with a strong perception of their organization caring about them, and those without a strong perception of care. We then compared how each group rated six key experiences in their organization, ranging from leadership valuing employee input, to manager support, to psychological safety and belonging.

The magnitude of difference between the experience of those who felt cared for was enormous. Employees with a strong sense of organizational care rated the six key experiences up to 91% higher than those who didn’t perceive their organization cared about them; in every area there was at least a 50% difference.​ That all adds up to a significantly different day-to-day experience for employees.⁴

4. Leadership support of well-being can increase employee engagement, reduce burnout and lead to greater retention.

Our Center for Research found that employees with a strong perception of organizational care report 56% higher engagement, 37% lower burnout and greater retention compared to those who feel less supported. Outside of work they also experience higher overall well-being and life satisfaction.⁵

5. Leaders can help employees make the link between well-being and performance.

Leaders must stress that personal and professional growth is tied to well-being. In fact, nearly 80% of organizations with well-being programs that follow best practices have leaders who understand the connection between well-being and business results.⁶ And, numerous studies have proven that investment in employee well-being is correlated with better financial performance and the ability to provide positive returns to shareholders.^{7 8}

To demonstrate this link, leaders should include well-being goals as part of the performance management process, recognize managers and employees who prioritize well-being, and ensure future leaders are trained on the importance of well-being in the workplace.

6. Leaders’ visible commitment to well-being can spur employee participation.

Whether it’s blocking time for fitness or family, protecting non-work time, or taking advantage of paid time off, leaders’ actions speak volumes. In fact, research from the Health Enhancement Research Organization (HERO) found that leadership support—more than any other factor—predicted participation in health screenings, improvement in health risks and medical costs, and perceptions of organizational support.⁹

7. Leaders must listen and apply feedback.

Leaders play a key role in encouraging open dialogue about the well-being program so that it continually evolves to meet employees’ wants and needs. This includes safe feedback loops (for example, anonymous pulse or engagement surveys) so employees feel comfortable sharing ideas and suggestions for how the program can be expanded or improved.

Cultivate employee well-being through visible leadership support.

Leadership support is the cornerstone of a successful corporate well-being program, creating a cascade effect that permeates throughout the organization. When leaders authentically model healthy behaviors, openly discuss well-being, and demonstrate genuine commitment through their actions they create psychological safety that empowers employees to prioritize their own well-being.

This visible leadership commitment not only reduces stigma and normalizes well-being conversations, but also drives tangible business benefits, including increased employee engagement, higher trust levels, and improved financial performance. By linking well-being to performance outcomes, actively participating in programs, and creating feedback loops for continuous improvement, leaders can transform well-being from lip service into a lived value that enhances both individual employee health and collective success.

Start your journey toward creating a culture of well-being with WebMD Health Services.

WebMD Health Services is on a mission to help companies truly care for their employees while also impacting business results. If you need help learning how to create a culture of well-being at your workplace, request a demo or contact us at connect@webmd.net.

What’s the good news? Organizations that prioritize employee mental health often see measurable improvements in focus, morale and overall performance. Employers have the opportunity and responsibility to create environments with meaningful support.

Why mental health is important for workplace performance.

Mental health directly affects how employees show up, stay engaged and perform their work. When individuals struggle with anxiety, stress or depression, it can lead to absenteeism, low productivity, disengagement and higher turnover. Burnout, in particular, affects team cohesion and creates ripple effects across departments.

Organizations that invest in support often see improvements in many areas. Promoting mental health in the workplace helps reduce the cost of disengagement while reinforcing a culture of care and accountability.

When mental health support becomes a core part of workplace culture, teams are better equipped to thrive. Learn more about the importance of mental health in the workplace.

Recognize common mental health challenges.

Anxiety, chronic stress, depression and burnout remain among the most prevalent mental health challenges. According to ComPsych, nearly 24% of individuals who sought mental health support did so for anxiety. Anxiety is now the leading concern among U.S. employees, surpassing depression, relationship strain and other common issues.¹

Burnout continues to escalate, particularly among mid-career professionals. The WebMD Health Services Workplace and Employee Survey found that burnout among Gen X increased by 60% between 2022 and 2024.² These challenges often manifest through reduced concentration, emotional withdrawal and frequent absences.

When leaders recognize early signs of potential issues, they can respond with timely and appropriate support. Acknowledging these issues builds trust and lays the foundation for lasting solutions.

5 ways to improve mental health at work.

Improving mental health in the workplace requires more than a one-time initiative. Lasting change depends on consistent, research-backed practices that make support accessible and actionable.

The following five strategies offer practical starting points.

1. Provide access to mental health resources.

The right tools can significantly improve how employees manage stress, anxiety and other challenges. Some may benefit from an Employee Assistance Program (EAP), while others prefer apps or onsite counseling. Offering a variety of resources helps meet the needs of your workforce.

The WebMD Health Services 2024 Workplace and Employee Survey found that mental health scores vary by generation. Gen X and Millennials rated their mental health lower than Baby Boomers, reinforcing the importance of age-specific support. Employees are more likely to engage with resources that feel relevant and personal.Accessible support should extend to everyone from senior leaders to entry-level team members. Our workplace mental health resources hub provides more tips on how to support every person in your organization.

2. Encourage open communication.

Open communication builds trust and is essential when addressing mental health at work. Employees must feel they can speak openly without fear of judgment or consequences. However, stigma often prevents these conversations from happening.

Leaders play a role in shifting this dynamic. When they normalize regular check-ins and speak candidly about their health, it reinforces the message that well-being matters. These everyday interactions reduce stigma and create a safe workplace over time.

Nearly one-third of employees report that their organization does not care about their well-being, and 30% are not engaged at work. These figures underscore the need for intentional communication and visible support.

3. Emphasize the importance of work-life balance.

Work-life balance is important for employees. Clear boundaries between work and personal time are essential to protect mental health. Without them, stress accumulates and the risk of burnout increases. Management sets the tone by encouraging time off, respecting non-working hours and minimizing after-hours communication.

When organizations value balance, employees feel their time is respected and they return to work with greater focus and energy.

4. Offer stress management and resilience training.

Stress affects individuals in different ways. Some may feel overwhelmed by daily tasks, while others struggle with focus. Building resilience allows employees to manage these challenges more effectively.

Workshops, mindfulness sessions and self-care education provide tools to address stress before it compounds. While some teams benefit from in-person sessions, others prefer digital options. When offered consistently, both formats support long-term well-being.

Providing these resources signals that employee well-being matters not only during times of crisis, but every day.

5. Implement flexible work arrangements.

Flexibility extends beyond location. It includes when and how employees work. Some benefit from in-person collaboration. Other employees need greater autonomy to manage family responsibilities or protect personal time; this also correlates with various life stages.

Options such as adjusted hours or vacation time help reduce stress and improve focus. Employees with more control are more likely to remain engaged and meet expectations with less strain.

A thoughtful approach to flexibility enhances both well-being and business outcomes. Leaders who promote that balance create environments where individuals can succeed without compromising their health.

Leadership must drive the mental health shift.

Meaningful change begins with leadership. When managers support mental health, such as setting boundaries, taking breaks and speaking openly about challenges, they demonstrate that well-being is important.

Leaders must check in regularly, listen with empathy and advocate for relevant support. These behaviors build a culture where employees feel heard, valued and empowered to speak up.

A successful well-being strategy depends on leadership commitment. When leaders prioritize mental health, they create space for others to do the same. Explore more ways leadership can support mental health in the workplace.

Measuring the impact of mental health initiatives.

Understanding what works begins with listening. Tools such as pulse surveys, engagement scores and anonymous feedback provide valuable insights into employee well-being and unmet needs. These inputs help leaders respond clearly and focus.

Effective programs evolve. When leaders act on feedback, they build trust and improve outcomes. Even minor adjustments can drive a positive outcome.

Ongoing measurement signals that mental health is a long-term priority. Consistent tracking reinforces the organization’s commitment and helps teams stay aligned on shared goals.

Commit to a culture of well-being.

A commitment to mental health is more than a single initiative. Sustained leadership engagement, thoughtful planning and consistent follow-through are essential to keeping well-being at the core of workplace culture.

Organizations that invest consistently often build stronger teams, improve communication and increase trust. These outcomes reflect healthy workplaces where individuals feel valued.

Now is the time to take the next step. Explore available solutions or request a demo to see how WebMD Health Services can help your organization build a healthier workplace.

This shift doesn’t happen through policies alone. It starts with people, especially HR and organizational leaders. HR professionals are uniquely positioned to champion well-being and build trust through consistent and compassionate support. According to the World Health Organization, 15% of working-age adults globally experience a mental health disorder¹. The stakes are too high to ignore.

Explore the importance of mental health in the workplace and take meaningful steps toward change.

Mental health support starts with leadership.

Creating a mentally healthy workplace begins at the top. Executive leaders and managers shape how mental health is viewed, prioritized and supported throughout the organization. When leaders speak openly about their own experiences and set clear boundaries around well-being, employees feel safe doing the same.

Leadership also involves more than being visible. It means creating a team where trust, openness and support are part of how people work together. Managers who allow space for honest conversations, support time away from work and respond with empathy during stressful periods help reduce mental health stigma.

When leaders treat mental health as a shared responsibility, it becomes woven into how work gets done.

Embed mental health into your culture, not just your policies.

Policies matter, but culture determines whether those policies make a difference. A true commitment to mental health is reflected in how employees feel each day, not just what’s written in an HR handbook. Organizations must align their values, team rituals and workplace norms with emotional well-being to create lasting change.

That could mean launching regular awareness campaigns, revisiting your company’s values to include language that reflects empathy, inclusivity and emotional well-being. These everyday touchpoints help translate strategy into lived experience.

When workplace cultures consistently reflect care and empathy, employees are more likely to engage with support and feel like they belong. Learn more ways to improve mental health in the workplace.

Train managers to recognize and respond with care.

Managers are often the first to notice when an employee is struggling, yet many feel unsure about how to respond. That’s why mental health training should be a core part of leadership development. When managers understand the signs of distress and know how to approach conversations with care, they become the first line of support.

Training should cover basic mental health literacy, how to recognize early warning signals and how to initiate compassionate check-ins. Just as important, managers need guidance on connecting employees with resources like your Employee Assistance Program, digital tools or peer networks.

A proactive approach helps prevent issues from escalating and shows employees that they are not alone. With the right training, managers are essential to strategy and everyday support.

Offer accessible mental health resources.

Even the best mental health initiatives fall short if employees can’t easily find or use them. Access is key. Support should be available when and where employees need it, whether they are onsite, remote or working in hybrid environments.

A well-rounded approach combines clinically backed digital tools with human-centered support structures. Consider offering a mix of resources such as mobile apps, virtual therapy platforms, peer support groups and Employee Assistance Programs. When resources are easy to navigate and clearly communicated, employees are more likely to take action.

Explore our workplace mental health resources hub to see how a thoughtful mix of options can support every employee.

Prioritize flexibility and prevent burnout before it starts.

Flexibility is a critical strategy for retention and mental health. When employees have control over where, when and how they work, they are better able to manage stress, avoid overload and stay engaged. It also signals trust in employees’ ability to manage their responsibilities.

Burnout rarely happens overnight. It builds over time, often unnoticed until productivity drops or someone disengages completely. That’s why it’s important to watch for early signs like emotional exhaustion, withdrawal or a decline in work quality. According to the WebMD Center for Research, senior managers and director-level employees report the highest rates of burnout, making early intervention especially important.²

Preventing burnout starts with proactive planning. Regular check-ins, clear workload expectations and supportive time-off policies can help keep burnout at bay. Learn more about how to prevent employee burnout with practical, research-backed strategies.

Measure what matters and adapt your approach.

Supporting workplace mental health is not a set-it-and-forget-it effort. To understand what’s working, organizations need to gather consistent feedback and use that data to inform ongoing improvements.

Pulse surveys, focus groups and employee engagement metrics can reveal important patterns. Are people using the resources provided? Do they feel psychologically safe? Are certain teams at greater risk for work-related stress or burnout?

Equally important is sharing how feedback leads to action. When employees see their input reflected in new programs or adjustments, it builds trust and shows that mental health is a shared priority.

Normalize conversations about mental well-being.

When emotional well-being is treated as a regular part of workplace conversations, stigma begins to fade. Employees feel more comfortable speaking up, asking for support and sharing what they need to stay well.

Leaders and managers play a critical role in setting this tone. By sharing personal stories, acknowledging stress levels during busy periods and encouraging breaks, they send a clear message that it is safe to talk about how you’re really doing.

Peer support networks, mental health champions and regular awareness campaigns can also reinforce a culture of openness. Explore more ways to normalize mental health in the workplace and create space for meaningful conversations.

Address mental health in all work environments.

Every employee deserves access to mental health support, no matter where or how they work. Yet the needs of hybrid and in-person teams can vary widely. To be effective, your mental health strategy should reflect these differences and ensure that support is available to all.

For hybrid employees, this might mean clear communication about available resources. In-office teams may benefit from dedicated decompression spaces or on-site wellness programs. Digital tools offer a way to ensure equitable access, regardless of location.

Most importantly, ensure everyone has access to the programs and resources available. When support is accessible, your entire workforce benefits.

Let’s create a workplace where mental health thrives.

When organizations invest in mental well-being, everyone benefits. Employees feel valued, supported and more connected to their work. In turn, organizations see greater engagement, stronger retention and a healthier culture.

HR leaders are uniquely positioned to drive this change. Taking strategic, compassionate action can help shape a workplace where mental health is supported and expected.

Ready to take the next step? Request a demo to explore how WebMD Health Services can help your organization build a culture where well-being comes first.

Work and mental health are inextricably linked.

Mental health can be impacted by work and work can impact mental health. A recent poll finds 33% of employees feel their work productivity suffers because of their mental health, and 36% say their mental health suffers because of work demands. WebMD’s 2024 Workplace and Employee Survey also found mental health was correlated with employee engagement, employee experience, perceptions of organizational care, psychological safety and feelings of belonging at work.

In response, employers have bolstered their mental health offerings, like free counseling sessions through Employee Assistance Programs (EAPs), access to mental health text/chat apps, mental health first aid trainings for managers and leaders, and more mental health days.

But some employers are taking support one step further with a “boots-on-the-ground” approach to mental health: mental health champion networks. These networks, made up of individuals at all levels in the organization, can help to further break down the stigma of mental health and offer a much-needed form of support. In fact:

• A well-known consumer products company has trained 4,000 of its global staff members to serve as “mental health champions,” who are responsible for identifying signs of mental health struggles among colleagues and referring them to appropriate mental health professionals.¹
• Business Group on Health’s 2024 Large Employer Survey found 52% of employers intended to implement trainings to help employees recognize mental health issues and direct peers to appropriate resources; 74% said they provided a similar training for managers.²

Harvard Business Review writes, “By acting as advocates for mental health, these champions can deliver feedback to decision-makers and identify areas of improvement for organizations. As a point of contact for employees, they can be a source of peer support, which research suggests can build resilience, help prevent burnout, and aid in addressing the rising epidemic of loneliness at work.”³

Why workplace mental health champion networks are becoming more popular.

First, the experiences of peers and the commiseration and support we receive from them can spur us to make positive changes in our own lives. We know this from our own client experience with group health coaching and wellness champion networks. Second, trust in institutions is eroding, but employees still see their employers and leaders as trusted sources of information. Third, more than three-quarters of employees say supervisors, HR and senior leadership should be responsible for helping employees feel comfortable discussing mental health at work. And 83% of employees agree that mental health and well-being training is important in creating a positive workplace culture.

The role of mental health champions in the workplace.

Like wellness champions, mental health champions are employees who agree to advocate for mental health in the organization. Whether individually, or as part of a mental health champion network, they work to promote a supportive culture around mental health, reduce stigma and encourage more open conversations about mental well-being. They can be line employees (peers), managers, or leaders—and we’ll discuss how each group might play a slightly different role as a mental health champion in a moment.

Qualities of good mental health champions.

Employees who are trusted, approachable and empathetic make good champions. They must have good communication skills, the ability to listen without judgement, and most importantly, be comfortable talking about mental health. Champions need not have experienced a mental health crisis in order to serve in the role, though personal experiences can certainly help them relate to employees who are going through a difficult time. They must be able to make a reasonable time commitment, be capable of organizing mental health initiatives, and able to interface with HR and senior leadership to gain support and funding.

Types of mental health champions.

Let’s now discuss the types of mental health champions and the value that each can add.

Peer mental health champions.

Peer mental health champions play a crucial role. In addition to serving as a confidential resource for employees who may not feel comfortable speaking to HR or their manager, they connect employees with company programs that support mental health. A business unit or department may have one or several employees who are designated as mental health champions.

These employees organize events, publicize resources and promote mental health initiatives in the organization. They help make connections to other aspects of a company’s well-being program that could help with mental well-being (wellness challenges, nutrition support, resilience programs, and more). This is important in getting the organization to view mental health as connected to other aspects of health, rather than a standalone component. Finally, they keep an ear to the ground and relay employee feedback to decision-makers to refine mental health programs.

Manager mental health champions.

All managers play a unique and important role in supporting mental health at work. Since they work closely with their team, they’re in the best position to identify when an employee might need support. That said, it’s smart to designate certain managers who are part of the overall mental health champion network. In this way, employees who may not be comfortable speaking with their own manager but would value the opportunity to speak with someone in a manager-level position, can receive support.

Leader/executive mental health champions.

Like other aspects of well-being, leaders set the tone for mental health in an organization. This is why it’s important to identify one or more executive sponsors for the mental health champion network. This individual should be passionate about breaking down the stigma of mental health and perhaps be willing to share personal experiences or stories about how they protect their mental well-being. They regularly address mental health and company resources in all-hands meetings and meet with the entire champion network to stay abreast of how employees are feeling to understand the type of support needed.

Mental health champion training.

In general, all types of mental health champions will benefit from awareness training that includes:

• A basic understanding of common mental health conditions and their symptoms (depression, anxiety, stress, burnout).
• How to recognize warning signs and symptoms.
• An understanding of the impact of mental health on workplace performance and well-being.
• How to maintain confidentiality and set appropriate boundaries. 
• The resources the company makes available to support employees with mental health.

Managers may benefit from more specific training on what to know, say and do if they suspect an employee is experiencing a mental health challenge and what their role is in supporting an employee. Leaders may need help with high-level messaging skills to be able to discuss mental health in employee forums as well as externally (for example, with the media).

Tips for establishing a workplace mental health champion network.

Here are some items to consider as you go about forming a mental health champion network in your organization.

• Define clear roles and boundaries. Establish what champions can offer (peer support, resource navigation) versus what requires professional intervention. Create straightforward guidelines that protect both mental health champions and employees seeking help.
• Seek cross-functional representation. Recruit champions from diverse departments, levels, and backgrounds to ensure the program resonates across different employee experiences. Employee Resource Groups (ERGs) can be a good place to promote the champion network and recruit members.
• Connect well-being initiatives to business outcomes. Track relevant metrics like retention, engagement, and reduced absenteeism to demonstrate the network’s business value.
• Integrate the network with existing well-being initiatives. Connect the champion network with current benefits, EAP services, and well-being programs to create cohesive mental health strategy rather than a standalone effort.
• Recognize and reward champions. Acknowledge contributions through formal recognition, professional development opportunities, or inclusion in performance management goals.
• Create a sense of community. Champions may need their own support system. Provide opportunities for champions to regularly connect and support each other. And make sure to regularly check in with champions to receive their feedback and address any concerns. 

Ideas for mental health champion network activities.

Once you’ve established your mental health champion network, hit the ground running with these activity ideas.

Mental health awareness campaigns.

• “Green ribbon” or similar visual solidarity campaigns during May’s Mental Health Awareness Month.
• Keep the conversation going beyond May with monthly initiatives focused on different aspects of mental health.
• Employee, leader, and mental health champion testimonials on workplace social media.

Lunch & learn sessions.

• Informal discussions on specific mental health topics with external experts or health coaches.
• Skill-building workshops on stress management, mindfulness or emotional intelligence.
• Panel discussions featuring champions sharing personal experiences and coping strategies.

Peer support circles/Employee Resource Groups (ERGs).

• Structured, confidential small group sessions or ERGs dedicated to specific challenges (e.g., parenting stress, caregiver support).
• Walking groups that combine physical activity with informal peer connection.
• Virtual “coffee chats” that allow remote employees to maintain connection.

Wellness challenges.

• Team-based activities that promote healthy mental health habits (meditation, gratitude journaling, sleep hygiene).
• Individual or team-based physical wellness challenges, like steps challenges.
• “Digital detox” challenges that encourage healthy technology boundaries.

Resource navigation support.

• “Office hours” where champions help colleagues understand available benefits.
• Creation of easily accessible mental health resource guides tailored to specific needs.
• Quick response system for helping employees in immediate distress connect with professional support.

Manager training partnerships.

• Co-facilitation of mental health conversations in team meetings.
• Practical workshops on recognizing signs of struggle and having supportive conversations.
• Tips for creating psychologically safe environments within teams.

Work environment enhancements.

• Designation of quiet spaces for mindfulness or decompression.
• Workplace assessments to identify and address environmental stressors.
• Integration of nature elements or calming design features in workspaces.

Mental health champion networks can help organizations who are already committed to providing support for mental health take the next step. These networks contribute to a healthy workplace culture and are a powerful way to continue to break down the stigma of talking about mental health in the workplace. If you’d like help forming a mental health champion network in your organization, request a demo today.

At WebMD Health Services, we know that when employees feel better, they do better—which translates to a positive impact on employee retention, engagement, and ultimately, the bottom line. But, to achieve these results, we can’t just provide support for one aspect of well-being. We must consider the support we provide for all the dimensions of well-being—physical, mental health, financial, social, and work.  

Here are 19 suggestions for incorporating these dimensions into your workplace well-being strategy:

Physical well-being.

1. Create a healthy work environment.

A good well-being culture is like a surround-sound audio experience—reminders of the importance of well-being are everywhere. This includes team and individual-based wellness challenges; walking meetings; healthy food options; permission to block time to focus on physical activity; health assessments; and biometric screenings.

2. Provide access to fitness programs and apps.

Fitness center discounts, stipends to purchase at-home fitness equipment, and virtual fitness programs remain popular. Our Wellbeats solution offers over 1,400 instructor-led virtual classes that cover fitness, nutrition, and mindfulness. Our digital classes are led by our certified health coaches and are a great way to learn about health topics that matter to you such as yoga, strength training and strategies to manage stress.

3. Help with healthy eating.

A well-rounded well-being program includes nutritional support based on an individual’s needs and interests. WebMD Health Coaches discuss healthy food options, start weight management programs, and even talk through behaviors and barriers that can help change the way people think about food. Our Daily Habits Balance Your Diet plan, helps individuals learn how to make nutrition work for their lifestyle.

4. Promote good sleep.

Getting a good night’s sleep is key for both mental and physical health, but so many of us struggle with insomnia and interrupted sleep. Offer education and tools to help individuals focus on sleep, including tips for a wind-down routine, optimal sleeping temperature, and when to nix the screens. Many well-being programs have a sleep program you can promote.

Mental health.

5. Openly discuss mental health.

The more we talk about mental health, the more we normalize it as an important part of our overall health. Both leaders and managers should feel comfortable discussing mental health at all-employee forums and during team meetings. Equip managers with the tools to spot signs of stress and burnout on their team, and encourage all leaders to role model good mental health behaviors. Taking mental health days and establishing boundaries between work and personal life are just two ways leaders can be good role models.

6. Market your Employee Assistance Program (EAP).

Chances are you’ve already got an EAP—you may just need to re-market it and promote its services: free mental health counseling sessions for employees and families, help with finances, managing stress, child and elder care locator services, and more. We recommend creating an EAP one-pager that lists the most important things employees need to know and sharing it via email, direct mail, meetings, and other communications. If you have a well-being platform, be sure to promote your EAP as a benefit resource to keep it top of mind for employees and family members.

7. Offer multiple ways to receive mental health support.

Not everyone has the time or the desire to see a mental health counselor in person. Offer a range of ways to get help: in person, virtually, via text or app. If you currently have a well-being program, check to see which mental health solutions they offer. For example, in addition to our mental health podcasts, stress coach specialists, and Daily Habits plans, we partner with third-party vendors and solutions to offer specific services our clients are looking for.

Financial well-being.

8. Provide access to financial education.

Finance fundamentals like how to set up and stick to a budget, how to create a long-term savings plan, concepts like interest rates and the time value of money, and other finance-related topics can empower employees and help alleviate financial stress. Financial well-being is a key dimension to supporting overall well-being. Be sure you communicate often about your offering.

9. Offer debt counseling.

This could include assistance with consolidating debt, establishing a plan to pay it down, and education on interest rates and budgeting to help employees avoid future debt. It also helps employees cope with the stigma and stress of being in debt.

10. Provide financial coaching.

Financial coaching helps employees experiencing an immediate financial crisis set goals for the future and improve their current financial situation. If you have a 401(k) program, ensure employees know about coaching resources they may provide.

11. Consider student loan debt assistance.

Whether it’s a student loan repayment assistance program that helps pay down debt or a student loan consolidation program, these offerings not only help alleviate financial stress but also serve as a retention tool.

Social well-being.

12. Use in-office time to connect and collaborate.

If your organization maintains a hybrid schedule, make sure the days everyone is in the office are full of connection and collaboration. Schedule lunches or team-building activities on these days to allow for meaningful engagement with coworkers.

13. Leverage technology to strengthen bonds.

Slack, Microsoft Teams and other collaboration tools provide a platform for people to easily connect whether they are in the office, working remotely, or in a different time zone altogether. A communications feed within your well-being platform can provide regular updates encouraging continuous interaction, making engagement a routine rather than a one-time activity. It’s great way to provide content and connections delivered by health coaches, well-being teams and participants.

14. Encourage authenticity.

Allow people to bring their authentic selves to work. Encourage employees to connect with one another as whole, not just in terms of the role they play at work. These could include coffee meet-ups, after-work events, or volunteering activities.

15. Lean into mentorship.

Pair colleagues with those who have more experience to foster connection and help workers increase their skills as well as their network of coworkers and friends.

16. Sponsor a volunteer event.

Plan an event that gives the team a chance to bond while doing good. Schedule activities that match your company’s mission or sustainability goals or find a local organization with whom you can develop an ongoing relationship.

Work well-being.

17. Infuse well-being into the workday.

Well-being can’t be seen as something employees engage in when they have free time; it must be encouraged during work hours and incorporated into the flow of the workday. Consider: prompts to stretch or walk between meetings; time in the day to connect with colleagues; mental health minutes at the beginning of team meetings; flexibility to meet family demands.

18. Reflect well-being in performance management practices.

Hold managers accountable for well-being on their team by including goals in performance plans and incorporating the importance of well-being into leadership training. Also encourage employees to include a well-being goal in their own performance plan.

19. Encourage leaders and managers to model healthy behaviors.

Leadership participation and transparency in well-being really does matter. Leaders set the tone for the entire organization and their commitment to employee well-being can make all the difference. When leaders and managers prioritize well-being in their lives—like setting boundaries and managing stress—it signals to employees that their health and happiness matter and they should feel permission to do the same.

Supporting all dimensions of employee well-being.

WebMD Health Services’ solutions are designed to recognize and leverage the power of holistic well-being to support employees on their well-being journeys. If you’d like help learning how your organization can support all the dimensions of employee well-being, contact us at connect@webmd.net or book a demo today.

How to evaluate corporate wellness programs.

Evaluating corporate wellness programs can feel like a daunting task because there are so many factors to consider. To make it easier, we’ve narrowed the list to seven key elements:

1. The participant experience
2. Programming flexibility
3. Solution integration
4. Targeted communication
5. Brand trust
6. Client and consumer support
7. Investment value

Let’s look at each in detail.

1. The participant experience.

Whether it’s shopping for clothing, choosing a restaurant, or deciding what to watch, as consumers we’ve become accustomed to a highly personalized, seamless digital experience. Your employees will expect the same type of experience when they interact with the well-being program. Look for:

• A simple and secure login process that makes it easy for people to access and start using the solution.
• Intuitive navigation so people can easily find what they want.
• Mobile and desktop access to reach all employees anytime, anywhere.
• Guidance, education and personalized action plans that develop internal motivation and accountability.
• Digital tools that support setting and achieving short- and long-term goals.
• Motivating messages that keep people engaged and give them something new each time they interact with the program.

2. Programming flexibility.

Well-being is personal, which means employees want to engage with your program in ways that are meaningful to them—whether they’re managing a chronic condition, quitting tobacco, or looking to increase physical activity. The corporate well-being solution should allow participants to select the tools and resources that help them achieve their personal well-being goals, rather than a one-size-fits-all approach.

To make sure your program is as customized as possible, ensure it offers:

• Tools to address holistic well-being, including mental health, financial wellness, and social connections—in addition to physical health.
• Multiple ways to connect with a health coach—via phone, text or in person.
• Varied communication channels such as email, text, workplace social media, employee portal, leadership/manager communication, in-office promotions, home mailers and more.
• Condition management support for people who need help managing a chronic condition.
• Lifestyle coaching support for weight management, tobacco cessation, incorporating exercise, improving food choices, managing stress and more.
• Wellness challenges that engage even the healthiest members of your population.
• An incentives platform that rewards engagement in a way that resonates with employees.

3. Solution integration.

Due to the intrinsically personal nature of well-being, even the most robust employee well-being program can benefit from outside tools and resources (also known as “point solutions”). However, if employees must log on to too many different well-being solution websites, you will not see the utilization you are hoping for. The trick is to ensure your population has one centralized way to access all your well-being offerings.

Get more bang for your buck with a solution that:

• Provides multiple components that seamlessly integrate with each other.
• Connects with point solutions and programs to make it easy for employees to get the help they need when they need it.
• Easily lets people share fitness tracker, app and other device data, such as steps taken or calories burned, with your well-being program.
• Delivers the technical expertise needed to maintain data integrity and security when transferred between programs and vendors.
• Offers batch and real-time data transfers between different solution components to deliver a truly integrated program.

4. Targeted communication.

A well-being program can’t succeed if employees don’t know about it. To maximize well-being program impact and drive greater participation, it is essential that your corporate wellness program vendor provides targeted communications and a comprehensive communication plan.

Look for vendors that:

• Include segmentation capabilities. This might mean grouping participants by their unique attributes, occupation, location, demographics, health risks, interests and goals.
• Provide participants with a mix of digital, in-person, social and traditional communication methods to ensure broad access to the specific resources they need. This includes a well-being platform, one-on-one, group, in-person, text and phone support.
• Have strategic and robust communication plans. To reach a population and truly impact health, communications must be comprehensive and ongoing; inclusive of individuals across various life stages, cultural backgrounds, and health goals; and aligned with the organization’s brand and culture.

5. Brand trust.

Whether they’re working with a health coach, getting a biometric screening or tracking personal health goals, people need to know they can trust the well-being partner to give accurate and credible guidance, and that their personal health information is safe.

A good wellness program can generate trust through:

• Programs certified and accredited by the National Committee for Quality Assurance (NCQA).
• Proven and documented outcomes that support the effectiveness of the program.
• A brand known by your population and trusted as an expert in health and well-being.
• Technology and processes that deliver exceptional data security and privacy.

6. Client and participant support.

You should be able to get help whenever you or your participants need it. Whatever the issue—from a complex rewards programming question to planning your next well-being challenge—good help should never be more than a phone call or email away.

Look for a partner that:

• Leverages internal solution architects and other technical team members to ensure your program implementation is seamless and easy.
• Gives you a designated account management team who learns your company culture and helps you make programming decisions to support your goals.
• Makes it easy to communicate about your program with an in-house team that can create custom materials.
• Provides you with regular data and feedback you can use to evolve your program over time.
• Delivers exceptional support to your participants, ensuring only the most positive experiences.
• Offers onsite or remote services to help increase awareness of the benefits you offer, drives program engagement, and coordinates an array of wellness services.

7. Investment value.

As with any investment, it’s important to track the value of your corporate well-being program. While some of the benefits of a well-being program may be slightly subjective, they are nonetheless very powerful. From a stronger culture that facilitates your recruitment and retention efforts to reduced health risks or improved health outcomes, there are many ways to demonstrate the value your program delivers.

Choose a vendor that offers:

• A robust set of standard and customizable reports that lets you see engagement across different population segments as well as outcomes.
• Expertise to help you translate analytics into ongoing programming enhancements and results.
• Programming options and effectiveness that reflect positively on your company, strengthening loyalty.
• A trusted brand that promotes the strong engagement you need to achieve positive outcomes.

Putting it all together

Choosing the right corporate wellness program is a lot like pursuing well-being itself—it takes thorough consideration of a number of different components. You can find the program that’s right for you by carefully evaluating the products, the process and, especially, the people.

So, what should you do next?

• Craft questions for a request for proposal that focus on your company’s needs, culture and desired outcomes.
• Create a timeline to meet your implementation goals.
• Contact us at connect@webmd.net or schedule a live demo of the WebMD Health Services solution to see how we can help you and your organization.

Key takeaways.

• Workplace stress and burnout are common. They occur in all kinds of organizations, not just companies with poor management or dysfunctional cultures. Some of the most common causes of workplace burnout and stress include work overload, role conflict, high levels of ambiguity, pressure from management and a lack of support and feedback.
• Burnout can happen when highly engaged employees experience low well-being due to unmanaged personal and/or workplace stressors. It’s also “contagious” — it can spread toxicity across a team or spill into people’s home life.
• The good news is, burnout is preventable. With strong manager support and an understanding of what causes job burnout, employers can more readily know how to prevent burnout in employees.

What is employee burnout?

Burnout is defined as a response to prolonged exposure to emotional, physical and interpersonal stressors. As stress accumulates, employees begin to feel emotionally and physically exhausted. They also become cynical about their work, leading to high levels of apathy and reduced efficiency. Stress in the workplace comes from many sources, including team conflict, tight deadlines and heavy workloads.

How WebMD Health Services defines employee burnout.

Our WebMD Health Services Center for Research defines burnout as feeling emotionally drained, negative about work, unable to make an impact, and overwhelmed by workload.

The three phases of employee burnout.

Burnout occurs in three phases: low risk, moderate risk and high risk. In the low-risk phase, employees are still engaged in their work. There’s a low level of stress, but it’s manageable. Employees in the moderate-risk phase are still engaged, but they have high levels of manageable stress. Due to this stress, they may have trouble focusing on work activities. In the high-risk phase, stress becomes unmanageable. As a result, engagement declines.

Common causes of workplace burnout.

• Overload: When your employees have a never-ending stack of tasks and not enough time in the day to complete priorities, they’ll begin to feel stressed and exhausted.
• Pressure: Many employees feel the pressure to perform, especially if they’re involved in high-value projects. This pressure can build up over time, increasing the risk of burnout.
• Role conflict and ambiguity: Some employees burn out due to high levels of role conflict, which occurs when they’re asked to complete tasks or achieve goals that are incompatible with each other. A high level of ambiguity or uncertainty regarding work-related goals and tasks also contributes to burnout.
• Lack of support from managers: Employees deserve constructive feedback, fairness, equity and transparency/involvement in decision-making. When they don’t get the support they need, their stress may become unmanageable.
• Disconnect from personal and company values: A poor match between an employee’s personal values and the company’s professional values can lead to high levels of stress and burnout.
• Broken “psychological contract” between employers and employees: A psychological contract is a set of unwritten expectations. If team members feel that an employer isn’t following through on the contract, they’re less likely to remain committed.
• External stressors: Employees are humans with families, personal goals and dreams for the future. Even if things are going well at work, external stressors — such as caring for an elderly parent or worrying about medical bills — can lead to burnout.

Any of these factors alone or in combination can lead even your best people to withdraw from their work. In the past, companies have had a more hands-off attitude about staff’s internal feelings and well-being, but now employees expect it of their employers. And companies benefit from managing and knowing how to reduce burnout in the workplace.

The importance of burnout prevention and reduction.

Engaged employees drive real business results — they’re energized, enthusiastic and focused. Engaged employees enjoy their work, help boost productivity, performance, morale and growth.

Ultimately, employee engagement is good for people and for business.

Companies with engaged employees are:

• 78% more profitable
• 40% more productive
• 5x less likely to have a safety incident
• Likely to have 2x the revenue growth of their peers

However, burnout can happen when highly engaged employees begin to have low well-being due to unmanaged personal and/or workplace stressors. To be burned out at work, an employee has to be highly engaged. The employee has to be all in and care deeply about their work to get to the point of feeling burned out. This means top-performing, highly engaged employees are at the highest risk for burnout.

Without a manager’s support or the ability to resolve stressors for themselves, engaged employees can eventually burn out. And the consequences can be huge. Burnout results in low productivity and high employee turnover—especially turnover of the most talented and productive people that employers can’t afford to lose.

11 ways to prevent and reduce burnout.

The good news is that burnout is preventable. With strong manager support and an understanding of what causes job burnout, employers can more readily prevent their top talent from burning out.

1. Prioritize employee well-being and stress management.

With so many employees experiencing burnout, there’s clearly something missing from many workplaces. That missing link is well-being, or a state of physical, emotional and financial wellness. A lack of well-being makes it more difficult for employees to manage stress, increasing the risk of burnout. It’s obvious why employers want to foster engagement, but few know how to foster high engagement and high well-being at the same time. Employee well-being drives engagement, and vice versa. When employees are engaged in their work, they feel good and live with a sense of purpose.

2. Authentically support both managers and employees.

Managers play a critical role in ensuring employees have a great experience. They’re not only responsible for the career path of the employee, but they’re also responsible for bringing the company values and culture to life. It’s imperative that companies help managers understand how to do this. And it’s not just about well-being. Managers play a big role in employee engagement. In fact, they account for up to 70% of variance in employee engagement. Employees who rate their manager as excellent are five times more engaged than employees who rate their manager as poor, according to a Gallup report.

Examples of how managers can support their employees include:

• Maintaining a reasonable number of work hours
• Realizing personal potential and learning new things
• Using their greatest strengths
• Fitting professional abilities with role and responsibilities
• Feeling valued and respected
• Feeling supported by a manager and organizational support

Managers who strive to create these conditions for their employees will be more likely to have employees with high well-being and who are truly engaged while proactively mitigating the risk of employee burnout.

3. Provide recovery time and breaks.

Everyone needs a break to recover. Employees pushing themselves to the limit at work is not only unproductive, but it also leads to burnout. Managers should adjust workloads, create realistic expectations and be aware when someone has been going full throttle in overdrive for too long. While recovery time or breaks help deal with the symptoms of burnout, they don’t provide a real solution. Make sure managers also focus on the root causes.

Managers should meet with each of their direct reports each week for a one-on-one meeting. In this weekly meeting, managers should be sure to check on the employee’s overall well-being and address any issues that arise as quickly as possible. Design a plan for your employees to achieve their goals—balance is key.

To achieve that balance, managers must watch for signs of excessive absenteeism and address them if they occur. One of the best ways to avoid overloading employees with work is to keep up with the regular workload. You can’t do that if employees are missing an excessive number of work hours. 

4. Allow employees to set boundaries.

How people think about stressors has an impact on their ability to handle and recover from them. What’s stressful to one person can be energizing to another — it’s subjective. For some, stress is enhancing and exhilarating, while for others, it’s debilitating. When managers know how employees think about stress, they can help them cope with it better and prevent burnout.

Give employees permission to set emotional boundaries with their work by identifying limits and recognizing feelings. Without boundaries, employees are vulnerable to crippling disappointment when they receive critical feedback. When managers or executives support well-being improvement, employees will follow.

Help employees find their “sweet spot” of stress. Acute (good) stress keeps you on your toes, ready to rise to a challenge. Chronic (bad) stress, and our response to bad stress, can lead to many health problems, both physical and mental. Encourage employees to leave an hour early after a particularly stressful day or to take a break when needed.

5. Build social connections.

People are wired to be social. And the more we can rely on each other for support, the better off we are. In fact, social support positively relates to important factors that impact stress, health, well-being and engagement. Employers have the unique ability to foster community among employees by boosting team support and social networks. These social connections will help employees get the support they need and help guard against burnout.

Challenge employees to create a plan to connect with a friend, family member or colleague at a scheduled time each week. Schedule weekly team lunches, go on a walking meeting or plan a team-building activity or happy hour. Celebrate your employees, and bring teams together to refresh and rejuvenate as a company to prevent work burnout. This will lift their mood and help them feel connected.

Connections inside and outside the workplace are essential for increasing well-being, which ultimately helps prevent burnout. Employees and managers should feel a strong sense of connection to what they’re doing, regardless of whether they’re on the clock or on their own time.

6. Help employees find their purpose.

Helping employees connect to their purpose is key for workplace burnout prevention. When people have a real emotional connection to their work, they’re more connected to the company and their own purpose. This helps put things into perspective when work gets hectic.

Connect each employee’s role to your organization’s mission and values. Connecting roles to how jobs directly contribute to the goals of the company helps reinforce why each employee’s role matters.

Help employees take ownership in crafting their job. Job crafting involves intentional reflection on how the employee frames their job and the purpose and meaning derived from it. This exercise will help employees think through small changes they can make to take more ownership over their role and uncover their unique set of skills and strengths that make them great at their job.

7. Encourage flexible work arrangements.

Workplace flexibility reduces stress by giving employees a greater sense of control over their lives. When possible, offer flexible work schedules or allow employees to work from home. Employees tend to be more committed when they have the flexibility needed to balance their personal and professional responsibilities in a productive way. In some cases, employees are more productive under flexible arrangements than they would be if they had to spend an entire day in the office. This reduces stress for many people, and it may also help companies reduce the cost of office space, utilities, equipment and commuting benefits.

8. Take a holistic approach to wellness.

The term “wellness” often focuses on physical health, but true well-being has multiple dimensions. A holistic approach recognizes that employee well-being is influenced by a wide range of factors, giving employees the tools they need to manage stress effectively. Establishing a holistic wellness program reduces employee burnout, increases engagement, improves productivity and makes it easier to create a culture of caring. Holistic wellness addresses these five dimensions:

• Physical
• Mental
• Social
• Financial
• Work

9. Set clear expectations.

Keeping their boundaries in mind, make sure employees know what you expect of them. Understanding expectations helps employees feel more in control, reducing the risk of burnout caused by ambiguity and role conflict. When you outline your expectations, be as clear as possible to prevent misunderstandings that can lead to increased stress.

10. Provide feedback and transparency.

One of the most common causes of burnout is a lack of feedback and transparency from management. It’s essential for employees to feel valued and in control of their professional growth, but it’s difficult to feel in control if managers don’t provide actionable feedback. Empower employees by identifying their unique strengths and giving them opportunities to improve upon their weaknesses.

Regular check-ins and progress meetings are helpful for employees and managers alike. These sessions give employees a chance to be heard and help create an inclusive environment. When employees feel included, they’re less likely to feel stressed, increasing engagement and reducing the risk of burnout. Employee feedback tools are a great place to start if you’re looking to improve communication, transparency and recognition in your workplace.

11. Provide resources for burnt-out employees.

Organizations and managers need to simultaneously help employees address and manage their stress and workload while enabling them to allocate time to replenish and build their resources. Resources are the physical, psychological, social or organizational aspects of the job that help achieve work goals, reduce job demands or stimulate personal growth, learning and development. Think of resources as the well-being drivers that people draw from to help combat the negative effects of stress.

Resources can include:

• Time to relax and disconnect: When employees disconnect from work, they have a chance to release stress and clear their minds of work-related worries. This can help prevent burnout in the long run.
• Time and space to focus on building good relationships: Strong relationships can help employees deal with work-related stress in a productive way.
• Prioritizing care of emotional and physical health: Employees can’t be their best if they’re worried about their physical or mental health. Offering health-related resources ensures that team members have the tools they need to improve their well-being.
• Helping people reconnect meaning to their jobs: Employees are more likely to be engaged and productive if they have a strong sense of purpose.

Prioritize burnout prevention and reduction with WebMD Health Services.

Employees who are completely burned out have lost sight of meaning in their work. Managers and organizations must recognize burnout and help reestablish meaningfulness in employees’ lives and work. Employee burnout is real, and it’s affecting millions of workers globally. It’s imperative that companies understand the impact burnout has on employee engagement and business results—and know the tools and strategies for how to reduce burnout in the workplace. It’s up to organizations (and managers) to spot signs of burnout and intervene as quickly as possible.

Companies should strive to prevent workplace burnout in the first place by focusing on employee well-being and manager support. When employees are burned out, companies and managers need to take an active role in helping the employee recover. Burnout isn’t a personal issue, it’s an organizational issue. Burnout needs to be addressed at all levels of the company to effectively prevent and combat it.

WebMD Health Services offers proven solutions to help employers promote well-being and reduce the risk of employee burnout. Learn more about our well-being and engagement solutions and then book a demo to find out how they work.

The shocking statistics of stress.

Stress has been rising in the U.S. for the past three decades. Gallup’s most recent data shows that 49% of Americans report frequently experiencing stress, up 16 points over the past two decades and the highest in Gallup’s trend to date.¹

All generations are reporting more stress.

Research conducted by WebMD Health Service’s Center for Research in 2024 found that during the period 2022-2024 nearly one-third of employees experienced persistent burnout (unmitigated work stress), across all the generations. Other studies point to increased stress, particularly among younger generations. The American Psychological Association’s (APA) 2023 Stress in America survey found 18 to 34-year-olds say their average stress level is a 6 out of 10, compared with a 3.4 among people ages 65 and older.² Members of Gen X (people in their 40s and 50s) also report high stress levels, with 22% confessing to struggling with stress daily.

Stress in the workplace has a real cost.

According to Harvard Business Review, workplace stress is estimated to cost the U.S. economy more than 500 billion dollars, and, each year, 550 million work days are lost due to stress on the job.³ It makes sense, as stressed-out employees are more likely to make mistakes, be less productive, and engage in unhealthy behaviors like overeating, smoking, substance misuse, and lack of exercise. In fact, a Headspace survey found 77% of employees say that work tress has negatively impacted their physical health.

How to reduce employee stress in the workplace.

By helping to reduce stress levels in the workplace, employers stand to see greater  productivity, retention, and employee health.

Here’s how to reduce employee stress at work:

Create a culture that encourages and supports boundary-setting.

• Employees should set and communicate regular working hours, and block their calendars for self-care or focus time. Many companies have instituted dedicated focus time with initiatives like “no meeting Fridays.”
• Encourage managers to lead by example by blocking time on their own calendars.
• At the outset of new projects, hold a team meeting to set work expectations, hours of availability, and other boundary-setting details.
• Consider sending reminders to shut down at a reasonable hour and schedule “quiet periods,” when employees should refrain from sending or replying to emails.
• Reevaluate time off and vacation policies so that employees are incentivized to take time off regularly. Possibly schedule mandatory company-wide “holidays” to encourage rest and relaxation.

Offer flexibility in where, when and how work gets done.

Workplace flexibility reduces stress by giving employees a greater sense of control over their lives, and allows them to balance their personal and professional responsibilities in a productive way.

Ensure leadership models healthy stress management behaviors.

Encouraging employees to practice self-care and reduce stress is meaningless unless leaders make a point to role-model stress-busting behaviors. This could include blocking time on their calendars for fitness or meditation, hosting walking meetings, and being open about taking time off to care for their own physical and mental health—or others in their life who need care. Doing so signals that looking after one’s mental health is a priority, empowering others in the organization to do the same.

Open the lines of communication between employees and managers.

Managers should create an environment of psychological safety in which employees feel comfortable expressing concerns. Weekly check-ins about how employees are feeling and what’s on their plate are key. It’s also important for managers to acknowledge employees’ lives outside of work and offer flexibility to accommodate personal demands. Finally, train managers to demonstrate more caring, compassion and understanding of the feelings and circumstances of their employees, and give them the tools to have conversations about mental health.

Embed mindfulness, meditation, and resilience into the corporate culture.

In addition to clarifying thinking and increasing resilience, meditation and mindfulness can help employees learn to cope with work-related emotional stress, such as confrontation and criticism. If you have not made these kinds of resources available to employees to help support stress management in the workplace, think about how you can add them to your well-being program.

Promote and leverage your well-being program benefits.

The mind-body connection is undeniable—when we’re feeling healthy, we’re more resilient and less stressed. So, be sure to promote your well-being program’s resources for increasing resilience, improving mental health, boosting physical activity, and eating well.  Wellness challenges that inspire employees—and give them permission—to step away from their desks and move throughout the day are also a great idea.

Employee stress isn’t going anywhere soon, but organizations can take steps to bring it to a more manageable level. A work and leadership culture that supports holistic well-being, taking time to recharge, and setting boundaries will help.

Learn how work-life balance benefits your organization.

For employers, supporting healthy work-life balance isn’t just a way to boost morale—it’s a business strategy. Organizations who prioritize work-life balance see measurable results, including higher retention rates, stronger engagement and improved overall performance. Employees who are supported in managing their time are also less likely to experience burnout and more likely to excel in their roles. The payoff is clear for employers—a thriving workforce leads to better collaboration, innovation and long-term success.

Know the common challenges to work-life balance.

Despite the clear benefits, achieving work-life balance is not without its challenges. Individuals often struggle with competing demands from work and home, while organizations face the pressure of maintaining productivity in our fast-paced world. 

Understanding the common barriers to work-life balance can help employers create solutions that make a real difference. By addressing the following challenges head-on, companies foster a more supportive environment where employees succeed.

The pressure of constant connectivity is draining.

Smartphones, laptops and endless notifications keep employees connected 24/7. Many feel they need to be “always on,” responding to emails and messages even after hours. Forbes states that this culture of constant connectivity, where almost half (40.1%) of a day is spent with communication tools, can hurt relationships, lead to burnout and prevent employees from fully disconnecting and recharging.¹

High expectations in fast-paced workplaces cause stress.

Competitive workplaces often push employees to meet demanding goals, which leads to long hours and mounting stress. The pressure to overachieve can make employees feel like balance is unattainable.

According to Harvard Business Review, nearly a third (30%) of men and half of women consciously resist working long hours to protect their personal time.² 

Difficulty drawing the line between personal and work time.

In remote and hybrid workplaces, it’s easy for the lines between work and personal life to blur. Employees may feel pressured to always remain available, which erodes their ability to recharge.

The struggle to balance caregiving and family responsibilities.

Balancing work with caregiving responsibilities (for children and/or older relatives) and family time is a significant challenge for many employees. These demands put time constraints on workers that lead to stress and create a poor work-life balance.

Long working hours take a toll.

Long hours may seem like a badge of honor, but they often backfire and cause stress and burnout. Employees who consistently work overtime are more likely to feel tired and disengaged; in time this may lead to increased turnover and lower morale.

How employers can improve work-life balance.

Employers play a critical role in shaping how employees manage their work and personal lives. By implementing policies that promote flexibility, support mental health and encourage boundaries, organizations empower their teams to succeed both inside and outside of work. Even small changes can have a significant impact. Below are actionable strategies to help your organization foster better work-life balance.

Actively encourage work-life boundaries.

Policies like no-emails on nights and weekends and designated no-meeting days give employees the opportunity to unplug and focus on their personal lives, ultimately reducing stress and improving productivity. Encouraging managers to respect employees’ non-working hours, as well as providing resources to employees on boundary-setting, can help workers take control of their schedules and find balance. Employers can also foster balance by setting realistic expectations, monitoring workloads and recognizing achievements that prioritize quality over quantity.

Offer flexible work schedules.

When employers prioritize flexibility, a workforce feels trusted and supported, leading to higher engagement and improved performance. It’s a simple change that can make a meaningful difference.

Allowing workers to choose their hours or work from home helps them better manage personal and professional responsibilities. Flexible schedules empower employees to create routines that work for their needs today and in the future. For employees who are caregivers, family-friendly policies or access to childcare resources can make a huge difference. As we know, supporting parenting in the workplace isn’t just a nice-to-have—it’s essential for today’s workforce.

Encourage employees to take time off.

Many employees are reluctant to use their vacation days, fearing judgment or an overwhelming workload when they return. This reluctance may lead to burnout and disengagement over time. Employers can combat this by actively promoting self-care in the workplace, encouraging time off and ensuring manageable workloads in employees’ absence. Urging your team to disconnect during vacations fosters better mental health and reduces burnout.

Provide access to mental health resources.

Supporting mental health across generations is vital to achieving work-life balance. Offering a range of mental health resources—from counseling programs to stress management workshops to mental health days—ensures that you’re meeting the varying needs of everyone in your workforce.

What are some practical work-life balance tips?

Creating a culture of balance requires effort, but the rewards are well worth it.

Here are some tips to help employers lead the way in fostering work-life balance:

Leading by example.

Work-life balance starts at the top, and it is important to recognize the role of leadership in the workplace. When leaders model balanced behaviors—like unplugging after hours, taking vacations and respecting boundaries—they set a powerful example for employees. Leadership’s actions signal that prioritizing well-being is not only accepted but encouraged.

Promoting open communication.

Employees are more likely to feel supported when they are comfortable voicing concerns or sharing challenges. Regular check-ins create space to discuss workloads, stressors or personal needs. Keeping up a steady cadence of health and wellness communications is essential. Managers who prioritize these communications and actively respond to feedback build trust and foster a culture of understanding.

Creating a culture of well-being.

A workplace culture of well-being that values balance makes it easier for team members to achieve it. This includes recognizing achievements, respecting time off and celebrating milestones. Small actions, like acknowledging hard work or providing wellness initiatives, go a long way toward creating a sense of belonging and support.

What is the role of employers in work-life balance?

Employers are essential to making a healthy work-life balance a reality. When organizations prioritize flexibility, mental health and boundaries, they empower employees to succeed.

Creating a supportive culture starts at the top. Leaders who model balance and respect personal time inspire their teams to do the same. Simple steps, like recognizing achievements, encouraging time off and offering flexible schedules, show employees that their well-being matters.

Many companies are taking these steps and seeing measurable results. If you’re ready to join them, request a demo today to learn how WebMD Health Services can help your organization improve work-life balance and create a culture of well-being.

What is work-life balance?

Work-life balance is about dividing time and energy between professional and personal responsibilities in a way that feels sustainable and fulfilling. It’s about managing time effectively across both spheres to enhance quality of life, and this may be different for each individual. Some find balance by working flexible hours, while others prefer clear boundaries between office and home. The rise of remote work and digital burnout can disrupt this balance, as technology blurs the lines between our work and personal lives. However, there are simple steps you can take to improve work-life balance.

Why is work-life balance important?

A well-balanced lifestyle can significantly improve mental and physical health and reduce the risks associated with chronic stress. This lifestyle also fosters greater productivity and job satisfaction which benefits both employees and organizations. According to the American Psychological Association, 92% of workers said it is very (57%) or somewhat (35%) important to them to work for an organization that values their emotional and psychological well-being.¹

Let’s explore 8 work-life balance benefits.

A balanced approach to work and life offers many benefits that might surprise you. Let’s explore some of these in detail:

A balanced life provides a foundation for long-term health.

A balanced lifestyle supports habits that help us stay healthy over the long haul. With a better work-life balance, there’s more room in the day for physical activities and healthy habits. This includes time for exercising, cooking healthier meals and focusing on sleep–all of which boost immunity and let our minds and bodies recharge. By focusing on these healthier choices, we create a foundation for a longer, more fulfilling life. This sustainable approach allows us to thrive, both personally and professionally. 

Better balance can reduce stress and improve mental health. 

According to Mental Health America, 81% of workers report that workplace stress affects their mental health.² When we manage our time well and meet our personal needs, our mental health improves and anxiety becomes more manageable. Lowering stress helps buffer us against depression and burnout.

A balanced lifestyle boosts workplace productivity.

Employers may be pleased to learn that a balanced lifestyle boosts productivity. Employees who are not overworked are more focused and efficient. When employees are well-rested, they also generate more innovative ideas and solutions, which can result in better organizational performance. 

Clearer thinking can lead to smarter decisions.

Cognitive clarity is another unexpected benefit. Decision-making processes become more refined and thoughtful when work pressures are not overwhelming. Our mental sharpness is crucial in both professional and personal settings. Smarter and more informed decisions lead to better organizational outcomes and opportunities.

Building stronger relationships with loved ones supports well-being.

Spending quality time with family and friends is integral to personal fulfillment. Work-life balance ensures our relationships remain strong and nurturing. These connections are vital for happiness and stability, contributing to a more fulfilling life experience.

Increased job satisfaction and engagement result from a healthy balance.  

Employees who enjoy a better balance report greater job satisfaction, which enhances employee engagement and loyalty. A satisfied workforce tends to be more committed, which can help reduce turnover rates and foster a positive workplace culture. 

Balance is an effective approach to preventing burnout.

Burnout is a huge concern for today’s workforce. By proactively setting realistic expectations and recognizing limits, organizations that promote work-life balance can help avoid the crippling effects of burnout, safeguarding workers’ long-term health and career longevity.

Setting boundaries promotes a healthier lifestyle.

Establishing work-life boundaries nurtures a healthier lifestyle. It encourages better time management and allows people to disconnect from work when necessary. These boundaries are critical for maintaining equilibrium, allowing us to recharge and enjoy life outside of work commitments.

How does work-life balance benefit everyone?

When we live with balance, it benefits not only us but also our families, friends and workplaces. Organizations that support balance foster a happier, more productive environment that strengthens everyone. Employers can play a role by respecting personal time and promoting well-being as a core part of their culture.

The importance of work-life balance can’t be overstated. With benefits like improved mental health and productivity, balance is something both individuals and organizations should prioritize. If you’re ready to start building balance, consider how to bring these insights into your daily life and workplace.

WebMD Health Services can help you support the well-being of your entire workforce. Contact us to explore how balanced practices can transform your workplace.