Men are 24% less likely than women to have seen a doctor in the past year¹, and they’re also more likely to skip preventive care, avoid mental health support, and engage in behaviors that put their health at risk.² The result? Men die about five years sooner than women, live with more years of poor health, and have higher suicide rates.³

Like women, men have unique physical and mental health needs that deserve attention and support. The key is meeting them where they are, making health care convenient and accessible, and addressing the cultural barriers that keep them from getting the care they need.

What’s behind men’s health care reluctance?

Men’s reluctance to seek health care isn’t just stubbornness—it’s deeply rooted in cultural and social factors:

• The “tough it out” mentality: From childhood, many men are taught to push through pain and keep a stiff upper lip. A young boy falls down and scrapes his knee, and his Dad tells him to “just wipe it off” and everything is “okay.”
• Fear of appearing weak: Especially when it comes to mental health, men worry about being perceived as too vulnerable. Many men struggle in silence out of fear of disappointing those around them and not living up to the standards of what it means to be a man.
• Inconvenience factor: Health care can be embarrassing, uncomfortable, and time-consuming.
• Avoidance of hard truths: Nobody wants to hear they need to lose weight or change their lifestyle.

The result? Many men keep kicking the health can down the road, hoping nothing major will stop them in their tracks and rob them of precious moments with family and friends.

How organizations can support men’s health.

Here are some key areas of men’s health where workplaces can make a real impact and tips to make it easy—because that’s half the battle!

Preventive care and screenings.

It’s important for men to receive annual preventive care visits to catch issues like heart disease early. They should also receive age-appropriate screenings for cancer (prostate, colon, skin, lung), high blood pressure, cholesterol, and Type 2 diabetes.

Pro-tips:

• Partner with your well-being program to offer on-site preventive screenings and health assessments.
• Work with your health plan to promote convenient telehealth preventive care options.
• Here’s a game-changer: encourage men to schedule preventive care visits at the same time as their partners. After all, preventive care benefits the whole family, not just the individual.

Family-building benefits.

Family-building support isn’t just for women. About 40-50% of infertility cases involve male factors,⁴ so male fertility support is important, too. Men and families also benefit tremendously from paid parental leave to allow for bonding time with new children. Flexible work arrangements, like remote work, alternate hours, and shortened workweeks help men balance caregiving responsibilities.

Pro-tips:

• Collect testimonials from dads who’ve used parental leave to reduce stigma and encourage uptake.
• Highlight family-building benefits during recruiting, new hire orientation, and annual benefits enrollment.

Mental health support.

Men are significantly less likely to report mental health conditions or seek help. Launch a mental health awareness campaign that uses humor and themes of strength to counteract negative perceptions. Promote your Employee Assistance Program’s (EAP) free counseling sessions, and check to make sure the EAP offers male mental health providers. Offer manager training to help them spot concerns among male employees and teach skills for having a conversation about mental health. Form a men’s health Employee Resource Group (ERG) and offer stress management and resilience training classes. You can explore additional mental health resources in our workplace mental health resource center.

Pro-tips:

• Use QR codes as a discreet way to direct men to mental health resources.
• Appoint male mental health ambassadors, including an executive, to serve as role models.
• Distribute fact sheets that describe where to go for help.

Social connections:

Research shows men don’t turn to their networks enough for social connection or emotional support.⁵ You can help bridge this gap by offering peer support networks and one-to-one mentorship programs; leveraging workplace wellness champion networks to get men talking to one another; holding information sessions on topics that interest men; hosting informal gatherings during lunch or after work; and sponsoring men’s fitness clubs, walking groups, or sports teams. 

Pro-tip:

• Ask senior male leaders to model and encourage social connections on their teams.

Midlife health support.

Men experience midlife health and hormone changes just like women do, but it tends to get less attention. Researchers have found links between low testosterone and conditions like obesity, diabetes, and high blood pressure.⁶ Work with health plans to ensure adequate coverage for men’s midlife health issues. Promote lifestyle coaching benefits through your well-being program. Encourage regular exercise, good nutrition, and quality sleep. Offer caregiving support for the sandwich generation.

Pro-tip:

• Raise awareness of men’s unique midlife health needs through ERGs and awareness campaigns.

The bottom line for employers: Why investing in men’s health matters.

Investing in men’s health in the workplace isn’t just the right thing to do—it’s a smart business decision. Aside from lower health care costs, better men’s health outcomes can translate to increased engagement, lower absenteeism, greater productivity and less turnover.

The men in your organization—and their families—will thank you for taking that extra step to ensure they have the support they need to live healthier, longer lives.

Are you ready to take the next step on men’s health? WebMD Health Services is here to support you. We can help you focus on men’s (and women’s!) health, tailor the program based on your population’s specific needs, and devise a well-being strategy that shows you care about men across every facet of their lives. Contact us for more information.

It was a distinct pleasure to recognize these clients in front of their peers with these milestone achievements. Their commitment to holistic well-being is unmatched and a role model for many. While each client is unique, they all have one thing in common—an unwavering dedication to improving the lives of the people they support. We honored 14 clients celebrating 10 years; 3 clients celebrating 20 years; and one client celebrating 40 years of partnership! 

Melissa Voigt, our Group Vice President of Customer Success, and I were reflecting on the event, and felt so proud to celebrate our longstanding partnerships with so many of our clients, as it was so special. Melissa reinforced to me that the client partnership we have established does not happen by chance—it takes open, honest communication, a shared commitment to common goals, and the trust that comes from consistently showing up. We know that it is a privilege to be a part of their organization’s well-being journey. 

Here’s what one of our recipients had to say about their partnership with WebMD Health Services: 

We hold Empower client-only forums each year in unique, amazing locations. Be sure to join us next time to soak in the latest and greatest thinking about well-being, be inspired by your peers, and take time for yourself to relax and be well. 

Life is full of challenges. And it’s not always easy for employees to leave them at the door when they show up for work each day. So when a childcare arrangement falls through, a family member gets sick, or an employee has trouble paying the bills—there are real consequences for their emotional and physical health and their ability to do their jobs well.

Personal challenges can impact employees’ productivity and performance at work.

Here are some common life challenges that impact employees’ ability to show up to work each day ready and able to perform their best.

Caregiving.

The cost of child care has grown by 26% in the last decade, and it’s estimated that 50% of Americans live in a child care desert. Members of the “sandwich generation” are managing their own parents’ care while still caring for young children. Gaps in care can be a real drain on an employee’s focus and productivity and also increase absenteeism.

Financial stress.

PwC found 57% of employees say finances are the top cause of stress in their lives; 76% say financial stress negatively impacts their work output.¹ Employees may lose over seven hours of productivity per week due to financial stress.²

Health concerns.

Chronic conditions, acute illnesses or poor mental health can lead to fatigue, absences, and diminished productivity. Family or friends’ poor health can also impact workplace performance as employees try to balance caregiving and work.

Relationship struggles.

Marital concerns, divorce, changes in child custody arrangements, or any kind of relationship conflict all have an impact on an employee’s ability to be focused and present at work.

Death/grief.

Experiencing the death of a loved one or pet without adequate time to grieve can affect emotional well-being and work engagement.

Burnout.

Although burnout is a work-related phenomenon, it can impact relationships both inside and outside of the workplace. Burnout continues to be a huge concern: a 2024 study conducted by WebMD Health Services’ Center for Research revealed one-third of employees are experiencing burnout and 53% of managers report feeling burned out at work.

Climate/natural disasters.

Climate-related weather events like hurricanes, wildfires, and tornadoes are becoming increasingly frequent and severe. In a survey conducted by Gartner, 37% of employers found that following environmental or climate-related risks there was a severe impact on staff displacement and productivity.

Personal challenges also affect colleagues.

When life circumstances impact a colleague’s job performance, their team members may feel the burden. For example, when employees are absent due to personal crises, other team members may be asked to step in to cover the employee’s work. Projects can drag on or key tasks can fall behind schedule. If an employee withdraws emotionally, communication could break down, leading to confusion and resentment. All of this creates tension and can negatively impact team engagement. In certain roles, an employee who is distracted by personal issues could even pose a safety risk or make critical errors that affect the business.

How employers can support employees through personal challenges.

When supporting employees through personal challenges at work, it’s critical to meet employees with empathy and understanding. Acknowledge that life is unpredictable and it’s normal and okay for personal situations to affect work at times.  

Next, seek to understand employee pain points so you can provide the right support. Surveys, focus groups and town halls are all ways to uncover where employees are struggling.

Finally, take stock of these common workplace supports to make sure they are meeting employees’ needs:

Support for well-being.

No matter what life throws at us, an employee well-being program that encourages employees to engage in healthy behaviors—like eating well, moving throughout the day, or learning how to manage stress—can help your people better weather personal crises.

Leaves and time off.

Paid family leave to deal with a temporary concern, bereavement leave, and parental leave for both parents can give employees the time and space to handle a family illness, death or welcome a new child without worrying about finances. If the organization is unable to offer leave, make sure employees know about the Family and Medical Leave Act (FMLA), which allows employees to take up to 12 weeks of job-protected unpaid leave to care for a family member or their own health.

Flexible work arrangements.

Allowing workers to choose their hours or work remotely helps them better manage personal and professional responsibilities. Flexible schedules empower employees to create routines that work for their unique needs.

Manager training.

Managers are the face of the organization for employees, so ensure they are equipped with the right tools and skills to support their team. Training in empathy, communication, mental health and knowledge of available programs and resources are essential for managers’ ability to support staff going through a difficult time.

Child and elder care.

For employees who are caregivers, family-friendly policies or access to child and elder care resources can make a huge difference. Parenting these days is not easy, and supporting parenting in the workplace is essential for today’s workforce.

Employee Assistant Programs (EAPs).

While they’re best known for mental health support, EAPs can also assist with relationship and parenting issues, finding child or elder care, and financial concerns.

Support for climate/natural disasters.

Employers are experimenting with benefits to support employees who are victims of climate-related events. These could include tax-advantaged financial assistance; pay advances; crowdfunding options; physical shelter support; mental health benefits; and disaster-related paid leave.

Financial wellness programs.

Offering financial wellness benefits can alleviate some financial stress and help employees be less distracted at work. These benefits might include tools to manage day-to-day finances, weather unplanned expenses, and plan and save for future milestones.

Employee benefits awareness.

Lack of resource awareness is one of the most significant obstacles for employee benefits utilization. Make sure to communicate often about what’s offered, so when personal circumstances arise, employees know where and how to get help.

To be sure, not every employer will be able to offer all of these programs and resources. But it’s important to act on areas where the organization can lend a hand. Doing so will cement your company’s position as an employer who cares about people both as workers and human beings and allow employees to be productive and engaged at work.

If you’re interested in learning more about how to support your employees holistically, request a demo today.

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.

Mental Health Awareness Month is a great time for employers to raise awareness of the importance of mental health. We’ll explore why mental health activities matter in the workplace and share some ideas you can use to observe Mental Health Awareness Month with your workforce. It’s important to remember, though, mental health support must be woven into work all year long to have a lasting impact.

Why mental health awareness activities matter in the workplace.

For many, the topic of mental health is taboo, especially in the workplace. The National Alliance of Mental Illness states that only 58% of employees feel comfortable discussing their mental health at work.¹ This highlights just how important it is to break the stigma and prioritize the importance of emotional well-being.

Mental health games and activities for workplaces often raise awareness of emotional health in a fun way. Games like stress relief bingo, adult puzzles or mental health trivia introduce the topic in accessible, engaging ways. These moments of connection often spark conversation and help employees feel less alone in their experiences.

Still, games and activities are not enough on their own. Without an organizational culture that prioritizes psychological safety, promotes respect and supports mental health year-round, even the best initiatives may fall short. Awareness efforts are most effective when they reflect a broader organizational commitment to well-being.

A mix of structured programs and everyday activities allows employees at all levels to participate in ways that fit their needs. When supported by a culture of care, these efforts reduce stigma.

10 mental health awareness activities to help employees thrive.

These mental health activities for work blend individual and team-based approaches, including relaxation techniques, creative expression and other supportive practices.

1. Nurture gratitude and appreciation programs.

Acknowledge individual and team accomplishments through structured programs like peer shout-outs, leader-led recognition or company-wide appreciation initiatives. These efforts boost morale and strengthen social workplace connections. You can also encourage employees to reflect personally by providing optional tools such as gratitude journals. Employees feel more valued and emotionally grounded when both organizational recognition and individual reflection are supported.

2. Establish peer support groups and mental health ambassadors.

Peer-led support groups and mental health ambassadors create safe spaces for employees to candidly share their feelings. Ambassadors serve as points of contact, offer guidance and connect colleagues to helpful resources. Support groups provide mentorship and a sense of community so employees feel heard. If your organization has Employee Resource Groups (ERGs), consider integrating mental health support into those networks. ERGs may offer a familiar structure and a built-in sense of community for building psychological safety and peer connection.

3. Promote outdoor activities and movement. 

Movement throughout the workday improves mental clarity, reduces stress and increases well-being. Without time to reset, chronic stress can accumulate and employees are more likely to experience persistent burnout. According to WebMD Health Services’ Portfolio of Key Insights, Workplace and Employee Survey, burnout rates among Gen X increased by 60% from 2022 to 2024.²

Encourage employees to leave their desks occasionally to support their focus and productivity. Suggest walking meetings as a refreshing alternative to traditional sit-down discussions. You can also host group fitness sessions to build team connections.

4. Provide mental health first aid training.

Train employees, managers and leaders to recognize and respond to mental health issues and concerns. Professionally-led sessions provide teams with the skills to identify early signs of distress, offer appropriate assistance and connect colleagues to resources. Creating a culture where employees understand how to support one another results in a more caring workplace. Regular emotional support coaching ensures that health remains a priority across all levels of the organization.

5. Organize wellness challenges.

Wellness challenges encourage employees to engage in behaviors that support mental and physical health. These challenges can incorporate gamification to track steps, mindfulness streaks or hydration. A little friendly competition also increases participation and makes well-being more engaging. Incentives and team-based challenges reinforce commitment to a culture that prioritizes health.

6. Use anonymous mental health check-ins and feedback tools.

Anonymous surveys and confidential feedback tools give organizations valuable insights into employee well-being that help leadership shape effective mental health programs. Regular pulse surveys, digital suggestion boxes and one-on-one check-ins with managers and HR create employee opportunities to share concerns. Using this information can help improve mental health in the workplace.

7. Create designated quiet spaces in the office.

Dedicated quiet spaces in the workplace provide employees with a place to recharge, reduce stress and regain focus. A well-designed room or meditation corner with soft lighting, comfortable seating and noise-reducing features allows employees to step away temporarily from their workspace and relax. These spaces can also benefit neurodivergent employees, who are more likely to thrive in these quiet spaces.³

8. Encourage creative expression. 

Creative outlets reduce stress and improve emotional well-being. Expressing oneself creatively helps process emotions, enhance mood, and foster a sense of accomplishment. Organizations can encourage employees to lean into their creative sides by offering art therapy, music therapy, or creative writing workshops.

9. Practice guided meditation and breathing exercises.

Guided meditation and breathing exercises reduce stress, improve focus and strengthen emotional well-being. Regular practice helps employees stay present, regulate emotions and navigate mental health challenges more effectively. Offer scheduled meditation breaks, host virtual mindfulness sessions or provide access to meditation apps. 

10. Recognize and celebrate Mental Health Awareness Month, but remember to keep up the momentum all year long.

Acknowledging Mental Health Awareness Month reinforces your company’s commitment to employee well-being. Special events, expert-led discussions, workshops that encourage team conversations and awareness campaigns that promote the availability of mental health resources help employees become more educated about mental health.

The future of mental health activities in the workplace.

Mental health activities for employees must constantly evolve to meet employees’ changing needs. Leadership involvement, regular feedback and flexibility are key to ensuring that mental health initiatives remain effective. As workplaces shift towards a mixture of hybrid, remote and in-office work environments organizations must adapt activities to provide meaningful support across all settings.

Prioritizing mental health increases engagement, reduces turnover and enhances overall organizational success. Companies that integrate well-being into their culture create a healthier, more productive workforce.

Explore our employee well-being survey questions to gain deeper insights into your workplace’s emotional and mental health needs.

WebMD Health Services offers customized well-being programs that help organizations implement effective employee mental health activities. Request a demo today and explore strategies to create a well-supported workplace. You can also contact us at connect@webmd.net.

A survey conducted by WebMD Health Services’ Center for Research finds that while 33% of employees are experiencing burnout, managers report feeling burned out at a much higher rate—53% to be exact. In the survey, managers reported the lowest scores for work-life balance, along with the highest levels of stress and anxiety.

What is happening with managers?

A Harvard Business Review article sums up the unique issue of manager burnout well: “Managers have had to guide their employees through a pandemic and its aftermath, facing situations that have required them to lead with empathy while managing escalating demands with potentially fewer resources—all while receiving little recognition for their efforts.”¹

As we know, burnout is not the day-to-day, short-term stress or pressures we might occasionally feel, but rather something that is chronic, intense and unrelenting—and completely work-related. In fact, the World Health Organization characterizes it as a syndrome resulting from chronic workplace stress that has not been successfully managed. Our Center for Research defines burnout as feeling emotionally drained, negative about work, unable to make an impact, and overwhelmed by workload.

And managers are feeling all of it.

The skills required to be a manager are different now.

Managers have always been saddled with a dual responsibility—getting their own work done while also making sure that their direct reports know what’s expected of them, and have the right training and skills to achieve their goals. But today managers are being additionally called upon to lead with empathy; to be able to have conversations about mental health with employees; and to help team members feel more connected and valued in the workplace. And all of this is taking place against the backdrop of a challenging economic, political and social climate.

As Gallup states, “their role of inspiring people has never been more urgent. They are uniquely positioned to know each employee’s specific needs, career goals and work-life situation.”² But as any manager will tell you, this higher level of care for employees is  hard, exhausting work.

Manager burnout is a significant retention risk.

Employee engagement is the degree to which an employee is emotionally, cognitively, and behaviorally invested in their work. In other words it’s a deep connection to work and a sense of purpose that creates extra energy and commitment. And it’s key to fostering a healthy workplace culture. 

The problem is managers are not engaged. Gallup finds just three in 10 managers are engaged in their jobs,³ and more managers report feeling anger, sadness and worry daily, compared to non-managers.

It also makes them want to leave organizations. Data from our vendor partner, meQuilibrium, points to managers being 24% more likely to consider quitting their job in the next 6 months.⁴

But manager burnout is a significant retention issue for the rest of the organization, too. Employees who report to burned out, disengaged managers may also decide to leave the company if they feel they are not being adequately managed and supported.

How to mitigate manager burnout.

Here are several ideas for how you can focus on providing the support and care managers need to cope with burnout:

Don’t neglect managers’ own growth and development.

Middle managers often spend so much time ensuring their team members have goals and a career path that they can feel a little stuck themselves. This may lead to feelings of disengagement and frustration. It’s crucial to discuss managers’ goals regularly to ensure they feel heard. Then, work together to articulate a career path that will help them feel fulfilled in their work. This may include new projects or a different scope of work that can inject new energy and life into their role to increase feelings of professional efficacy.

Focus on well-being and self-care.

It goes without saying that giving managers the tools to focus on all the dimensions of their well-being is key, including physical health, mental health, financial wellness, social connections and work well-being. Many well-being programs, including WebMD’s, have specific solutions to address these needs. Managers also need to feel they have permission to tend to their own care as well as that of their team.

Ensure managers feel connected to the purpose and mission of the organization.

All employees want to be able to connect what they do each day to the overall mission of the company. This is even more true for managers who must, in turn, impart this sense of purpose to employees. Senior leaders must therefore clearly define goals, milestones and success metrics for managers.

Provide more training in soft skills, like empathy.

While being empathetic comes naturally to some managers, it’s not true for all: many managers were promoted to lead teams based on their own job success, not necessarily because they are inherently good people managers. The good news is that empathy is a skill that can be taught, including how to be a better listener, how to put oneself in someone else’s shoes, and how to be more present in interactions with employees.

Support managers in having emotional conversations with employees.

Managers are now more regularly called upon to discuss emotional and mental health concerns with employees. Help make this new part of their role easier by providing training, toolkits, job aids, and talking points.

Create a psychologically safe environment for managers, too.

A psychologically safe workplace isn’t just essential for line employees. Managers also need to feel they can speak up about burnout without the fear of being embarrassed, rejected, or humiliated. Manager Employee Resource Groups (ERGs) can provide a forum for this type of sharing and support. Employee Assistance Programs (EAPs) can also help.

Recognize and reward managers’ efforts.

Like other employees, managers want to feel their efforts are seen and valued. A quick note from a senior leader, a mention on the company’s recognition platform, or even a small token like a spot reward or additional time off can make a manager feel valued and combat symptoms of burnout.

Give managers permission to truly take time off.

Burnout results from a number of factors, including unrealistic expectations, an overly demanding workload, and lack of support—so simply taking time off isn’t a cure-all. It does give managers the time and space to recharge, though, but only if their time away is respected. Urge managers to set good boundaries around time off so that they can return to work feeling more refreshed.

Be flexible.

Flexibility is one of the most important tools we have as leaders to help our managers with stress and burnout. Whether that means working non-standard hours, compressing a workweek, taking a personal or mental health day, or leaving early to pick up a child or attend an event, it’s important to give managers the authority to do what they need to do to make their life work.

Managers have always been the “sandwich generation” of the workforce—balancing the demands of leadership with the needs of their own team. But recent developments have made their roles more complex and demanding, resulting in managers feeling overworked and burned out. It’s critical for organizations to recognize the signs of burnout as a manager and take steps to help combat it with a focus on well-being, flexibility, and additional training. If you’d like help supporting your managers, contact us at connect@webmd.net.

We’ve all heard the term “think global, act local,” which urges people to think about the health of the planet while taking action to protect the environment in their own cities and communities. The same maxim applies to a well-being program.

Organizations who see the best results from a global well-being program tailor offerings to employees that reflect the local culture and practices. You might call it a “glocal” well-being approach, which is characterized by both global and local considerations.

How can you employ this “glocal” approach in your organization? Here are some things to think about:

Understand the difference in how well-being programs are viewed.

In the U.S., because most citizens receive healthcare through their employers, there is a financial incentive to improve population health outcomes through well-being programs. Overseas, where healthcare is largely provided by the government, well-being programs are seen more as a means to enhance worker productivity, engagement, and talent attraction. Wellness challenges and activities that drive a culture of health and enhance community may therefore be more important than individual health metrics.

Look for a vendor who offers segmentation and personalization capabilities.

Segmentation allows you to customize a well-being program so you’re offering employees in other countries only the programs that are most locally relevant. This is perhaps the most important feature to ensure the success of a “glocal” well-being program. The ability to personalize a well-being program is also important, allowing participants to shape their experience based on unique preferences, interests and health goals.

Consider a single global vendor who can address all your needs.

Once you go global with your well-being strategy, you’ll want things to be as simple and streamlined as possible. A single well-being provider can make administration easier, saving valuable time and resources. A single vendor also ensures equity of offerings and a consistent employee experience across your population.

Gain support from local leadership.

Leadership buy-in is critical for any well-being program. When leaders support well-being initiatives the organization sees greater engagement with the program and better results. Demonstrate to leaders how the well-being program will benefit their population, citing things like improved engagement and retention, better productivity and a greater sense of community.

Enlist the support and input of local well-being champions.

Identify employees in each country or region who are passionate about well-being and convene them to discuss what local employees want and need in a well-being program. Later, call on these individuals to help you with implementation, communication and drumming up enthusiasm for the program. Finally, solicit feedback from them often to find out which local initiatives are working and which aren’t.

Employ cultural sensitivity and awareness.

A “glocal” well-being program must understand and respect the cultural norms, values, and beliefs of diverse populations and how they influence discussions about health. For example, in some Asian cultures , people may avoid seeking mental health help for fear of bringing shame on their families, while in Europe people are much more open to talking about mental well-being. You’ll want to be sensitive to things like religious fasting periods or key holidays, taking care not to plan wellness challenges or launch new initiatives during this time.

Localize language and communication tactics.

English is the official language of business, but when it comes to well-being it’s best to communicate in the local language. You may be tempted to rely on machine translation for this task, but human translators are important when dealing with clinical or health information that requires more nuance. Likewise, tap into relevant communication vehicles and employ a look and feel that is authentic and appropriate for the country or region.

Tailor incentives.

Incentives are an excellent tactic for encouraging initial participation in a well-being program as well as sustaining that participation. However, if your incentives are geared around U.S.-centric rewards (like health care premium reductions), you’ll need to spend time customizing them for a global population. Well-being champions can be a good resource for understanding what incentives will resonate.

Do your research on local policies and regulations.

Some countries may have certain rules that prohibit employers from addressing various health and well-being needs. Work with your HR department to ensure well-being program offerings don’t run afoul of local laws and regulations.

Developing a well-being program that motivates employees across the globe to make positive changes to their health takes a little extra effort and research. But, those extra steps to ensure that the program is relevant and meaningful to employees at the local level will pay off.  If you’d like help expanding well-being program access to your global populations, contact us at connect@webmd.net.

We tend to think of “community” as the place where we live. But workplaces are a type of community, too. The degree to which employees feel valued, connected, and fulfilled in that community has important implications for both the organizational culture and the business’s health. Before we get into how to build a sense of community at work, we’ll explore why community matters in the workplace and discuss the benefits of nurturing a sense of community.

Why Community in the Workplace Matters

Human beings are, by nature, social creatures. And we rely on interactions with others to fulfill our need for connection and belonging. Considering we spend almost a third of our lives on the job, it makes good sense for organizations to focus on community as one way to improve workplace culture and enhance the well-being of the workforce.

Community is especially important these days as employees re-evaluate what’s important in life and exercise choice in the kinds of organizations they want to work for. As we’re seeing with the Great Resignation—or Great Reshuffle—employees will leave their jobs if they don’t feel the culture supports their values or fulfills their basic need for meaning and connection.

And lest you think that building community in the workplace is just a “nice to have,” a report by Microsoft argues that rebuilding social capital and culture as we adjust to a hybrid world is a business imperative. Dr. Nancy Baym, a researcher at Microsoft, maintains that “cultivating a culture of kindness, fun, and cooperative collaboration is just as important to the bottom line as your daily to-do list.”

So with that as a backdrop, let’s take a deeper look at why community is important in the workplace.

Community provides a sense of belonging.

According to the Society for Human Resources, belonging is the “feeling of security and support when there is a sense of acceptance, inclusion, and identity for a member of a certain group or place.”¹ It’s a basic human requirement and appears right in the middle of Maslow’s hierarchy of needs. Today, belonging is fundamental as we seek to diversify our workplaces and ensure that they are inclusive for everyone.

It turns out that belonging at work is also good for the bottom line. According to a study by Deloitte Consulting, feeling like you belong can lead to a 56% increase in job performance, a 50% reduction in turnover risk, and a 75% decrease in sick days. It’s hard to argue with that!

Community gives us a feeling of purpose.

Employees are increasingly questioning their “why.” They want to connect work to something that feels meaningful, whether it’s their personal values, the company’s mission, or charitable work in the broader community. This is especially important to younger generations, who desire to be a part of something bigger than themselves. Research by Gallup finds that while their compensation is important and must be fair, millennials are motivated more by mission and purpose than by a paycheck.

The sheer nature of helping our colleagues in a mutually supportive community can also give us that sense of purpose. The Academy of Management Journal noted that workplace connections are not only crucial for career advancement and emotional support, but also fulfill a very human desire to serve and give back to others.

Community can help increase psychological safety—and vice versa.

Psychological safety is the shared belief held by team members that others will not embarrass, reject, or punish anyone for speaking up with ideas, questions, concerns, or mistakes. It’s a big buzzword these days, but psychological safety isn’t something you achieve overnight. Instead, a psychologically safe environment is often a by-product of a workplace that already has a strong sense of community where workers have each other’s backs. So, in other words, it works both ways—you must have a good community to feel psychologically safe, and you must practice psychological safety to have a healthy community!

Community combats loneliness.

Loneliness in America has been on the rise since the 1980s, and the workplace is partly to blame. U.S. Surgeon General Vivek Murthy noted in a Washington Post article, “Our social connections are in fact largely influenced by the institutions and settings where we spend the majority of our time. That includes the workplace.”²

A sense of community in the workplace can help ward off loneliness. A study by Cigna found that people who don’t have good connections at work are ten times lonelier than people who report having good relationships with their coworkers. And when organizations actively seek to build community, thereby decreasing loneliness, there are other benefits to the business, like greater retention and lower healthcare costs.

Now that we’ve covered why building community at work is important, let’s dive into some tangible examples of how to build community at work.

How To Create a Sense of Community in the Workplace

There are many examples of community in the workplace that create and maintain meaningful connections between coworkers. What’s important is to be authentic and intentional, and provide a variety of ways to connect—as not all employees will be able to engage in the same way. For example, parents and caregivers may be unintentionally excluded if activities happen after the workday. Community-building activities also need to offer options for both in-office and remote workers.

And if you’re not sure what employees want, just ask! Conduct a few focus groups or send out a quick pulse survey to gauge employee opinion on what’s important to them. Also, simply creating an event will not create community. All levels of leadership need to participate and be visible in the activities and events that you establish. Having a robust number of events with zero leadership involvement can do more harm than good, as employees will wonder if it is okay to participate in the event. They may wonder why leadership does not participate in the cultural community aspects of the organization, creating an unintentional divide amongst the employees.

If you are unsure where to begin, here are some ideas to get you started:

Volunteer together.

Pick a cause that’s close to your organization’s mission, a local charity, or even an employee’s passion project. Get employees excited about participating with lots of communication beforehand and a t-shirt to wear during the event. Can’t get together in person? There are many virtual volunteer opportunities to check out.

Institute a “5-minute catch-up” rule.

It’s tempting to launch right into a meeting agenda, but to create community, we need to devote a least a few minutes to honor the fact that we are humans first and employees second. Encourage employees to intentionally connect with others—ask people how they are or what they did over the weekend, talk about your pets, discuss hobbies, whatever energizes them!

Make sure the physical workspace offers places to connect.

Employee expectations about what workspaces should look like are changing. Microsoft predicts “organizations will require a mix of collaboration, meeting, and focus space, in addition to spaces that encourage informal social interactions.” People want to come to a place that creates the feeling of community they can’t get working from home. Otherwise, they’ll opt to stay remote. If in-person work is important to your company, it’s something to consider.

Use storytelling.

People are culturally and biologically predisposed to love stories. Storytelling at work can help people empathize with one another and feel connected, especially during times of change. During the height of the pandemic, we witnessed how powerful stories could be in bringing us together. So, whether you solicit employee testimonials or ask leaders to weave stories into their communication, don’t overlook the power of this tool to create community.

Support Employee Resource Groups (ERGs).

ERGs provide a safe place to connect and share with like-minded coworkers. ERGs work best when they have the autonomy to create and maintain their own groups without feeling too much oversight from leadership or HR. I’ve come across some popular community-building resource groups like networks for diversity and inclusion, women, working parents, interests in sustainability, advocacy, young professionals, book clubs, and more!

Leverage digital tools.

Slack channels or workplace social media interest groups can be a great way to stay connected to other employees and build community. For example, at WebMD Health Services, we recently set up chat channels for employees working from the same state to talk about local goings-on and plan a meetup if they wanted to.

We also rolled out a new social media tool for clients in WebMD ONE called Community, which connects employees based on their well-being interests and goals—like exercise, nutrition, sleep, and social connectedness. Once in a group, participants post questions, share stories, and provide encouragement.

Host fun after-hours events.

Whether it’s a happy hour, twilight hike, or potluck picnic in a park, scheduling events after work hours helps coworkers get to know one another more deeply. If your company also works weekends, consider scheduling some events on weekends, too, when those with caregiving responsibilities may have more flexibility.

Establish mentor or peer-coaching programs.

Mentorship has been associated with increased satisfaction at work and greater feelings of acceptance within the organization, and naturally creates a different type of bond between employees. Mentorship also provides much-needed support to underrepresented groups in leadership like women and people of color, thereby helping create a more diverse and inclusive community.

Pay attention to your onboarding experience.

Welcome new employees into the community with intentional activities designed to create connection. Schedule coffee chats or lunch with a different team member each day during their first week or send a personal note from a senior leader welcoming them to the organization. The goal is to make the new employee feel like they’ve joined a caring community.

Create rituals.

If you don’t already have them, it’s smart to create a few rituals that employees can look forward to. This could be anything from celebrating work anniversaries or birthdays to hosting healthy Taco Tuesdays, movie/TV show reviews Mondays, or First Friday pizza. At WebMD Health Services, we have biweekly virtual Water Cooler Chats where anyone can join to take a break, talk about non-work-related topics, and meet new people.

Provide regular recognition.

Praising people formally or informally gives them a sense of accomplishment, makes employees feel valued for their work, and is a great motivator. Both manager-to-direct-report and peer-to-peer recognition can positively impact a sense of community. There are many ways to recognize employees—from formal recognition platforms to simple handwritten notes. The important thing is to make it a regular part of the culture.

Celebrate organizational wins.

Whether it’s onboarding a new client or having an outstanding quarter, celebrate these accomplishments. It could be as simple as toasting a win with a morning cup of coffee or a more elaborate celebration with champagne or cake.

Build cross-connections.

Too often, we only really get to know the people in our direct department. But “weak ties” are also essential to nurture community. Some organizations set up random meetings between coworkers who don’t typically work together. At WebMD Health Services, we recently launched a peer coaching program, where people are assigned a partner from a different department and discuss their goals for professional growth.

Communicate often.

Organizations that maintain regular communication with employees tend to have stronger communities. Our experience with the pandemic is a good example—companies who regularly communicated and were transparent with employees built trust and loyalty versus those who kept employees in the dark. Leadership communication is vital. Leaders can create community by regularly sharing the organization’s mission and how employees’ work ties into it.

Sponsor an athletic team.

Sports aren’t for everyone, but company-sponsored teams are still a good way to create community as they encourage those cross-connections between employees of different departments. Those who aren’t playing can even come out to cheer the team on!

Host a workplace wellness challenge.

Workplace wellness challenges encourage people to stay active and rally the community around a common goal. Clients find that wellness challenges, like our Invitational Team Steps Challenge, strengthen corporate culture by motivating people to get outside, get social, and engage in a little healthy competition. Check out these other wellness challenge ideas for inspiration!

Involve the family.

We’ve had great success both with our clients and internally by involving kids and pets in our programming. We hold yoga classes, family cooking demonstrations, art and photography contests, cutest pet awards, and more. It’s a fun way to connect on a more personal level.

Start your journey to building a sense of community at work 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 build a sense of community in your workplace, visit our website or contact us at connect@webmd.net.

Stress relating to personal finances isn’t new. But with rising inflation, we’re hearing more and more about the need to help employees with financial wellness.

Traditionally, helping employees manage their personal finances wasn’t considered an employer’s responsibility. But when you consider how the effects of financial stress can spill over into the workplace—in the form of distraction, reduced productivity, and the effect on physical and mental health—it’s easy to understand why supporting employees in managing their finances makes good business sense.

What is financial wellness?

According to the Consumer Financial Protection Bureau, financial wellness means:

• Having control over day-to-day and month-to-month finances;
• Being able to absorb a financial shock;
• Being on track to meet financial goals; and
• Having the financial freedom to make the choices that allow one to enjoy life.

Why is financial wellness in the workplace important?

Employees now expect financial wellness benefits.

According to PwC, the vast majority of employees now want help with their finances. They see employers as a trusted, objective source for receiving reliable financial information, unlike banks or plan sponsors who may just be interested in generating revenue. In particular, employees want help with investing, financial education and access to a financial professional.¹

It’s critical to note that help with financial wellness is very important to younger generations, who now make up the bulk of the workforce. A TIAA Financial Wellness Survey found that 65% of Gen Zers and 61% of millennials believe it is a company’s responsibility to help employees improve and maintain their financial wellness. As with mental health resources, the availability of financial wellness programs is now a differentiator for employers.

Employees who feel secure in their finances are more likely to be more engaged.

When employees are experiencing financial stress, engagement and morale can suffer. A MetLife survey found that employees who felt good about their financial health were happier (84% vs. 55%) and more engaged (78% vs. 53%).² There’s also the cost of turnover. If employees are stressed about their financial situation and don’t feel their employer is supportive, they’re more likely to leave. The PwC study found that just 54% of financially stressed employees felt there was a promising future for them at their employer, and they were twice as likely to be looking for a new job.

But there’s also a diversity, equity and inclusion (DEI) aspect to financial wellness benefits. Today, most large employers have a DEI strategy or program in place to increase inclusion in the workplace. Offering financial wellness benefits to employees is yet another way to foster a more equitable experience. How? These benefits help to “level the playing field for all employee populations by empowering underrepresented groups, who are more likely to experience financial stress, to gain financial confidence and improve financial well-being for generations to come.”³ And, employees who feel more secure in their finances are likely to be more engaged and energized at work, and more likely to be positive ambassadors for future diverse recruits.

Attitudes around retirement are shifting.

Today’s Baby Boomers approach retirement fluidly—they are working well into their late 60s and 70s; perhaps scaling back work, but not exiting completely, or trying out a second career. Others have not saved enough to retire, so don’t plan to do so anytime soon. Nevertheless, members of this generation continue to look to employers to help them achieve greater financial wellness.

We all need to become more comfortable discussing financial health.

We’ve made great progress around normalizing the discussion of mental health in the workplace and I believe financial health will be next. Because financial wellness is so important to productivity and engagement on the job, it does fall to leaders and managers to “engage employees in conversations about financial issues in a healthy, supportive and inquisitive manner.”⁴ This will enable employers to point employees to the specific resources that can support them.

How to include financial wellness in your well-being program.

If your well-being program doesn’t include financial wellness, now is the time to consider adding it. Well-being is about so much more than eating healthy and getting regular exercise. It’s about waking up with a positive attitude, going to sleep knowing you’re financially secure and doing everything you can to keep stress at a minimum.

By incorporating comprehensive financial services into your workplace well-being program, you can improve organizational productivity, boost your profit margins and help your employees stop stressing about their finances so they can get back to what matters most — taking care of their health. While implementing a financial wellness program can come with challenges, it can certainly be achieved. To help you get started, I’ve listed the top five principles that guided us as we designed our financial wellness plan here at WebMD.

Consider every employee’s needs.

Your workforce includes people from many different backgrounds, life stages and financial needs. For example, some people may prioritize paying off student loans or saving for their first home, whereas others want to budget for a growing family, or plan for retirement. It’s important to consider all the perspectives of your population before designing your financial wellness programs. That way, you can build a comprehensive solution that includes tools and resources that everyone can benefit from.

Utilize the resources you have.

If you have a corporate well-being program, chances are it features some aspects of financial wellness. For example, our WebMD participants have access to financial wellness resources through our partner, iGrad Enrich. Your Employee Assistance Program also may include financial wellness tools and education. Your 401(k) administrator will also have resources you can tap into. There are plenty of workplace services available that can help your employees save money, reduce their monthly costs and prevent unnecessary financial stress.

Expand your offerings.

Once you determine what your employees need and what you already have, fill in the gaps by partnering with an external financial wellness provider or using widely available online resources. To truly make a difference in your employee’s financial health, you must do more than simply offer a budgeting tool, financial advising or short-term payday loans. You need to provide them with access to all of those things, plus financial literacy training, credit score monitoring, student loan programs, identity theft prevention classes and more.

Clearly communicate benefits.

It’s important to tie financial wellness into your well-being messaging. To help ensure that employees take advantage of any new offerings, make sure to have a regular cadence of communication throughout the year. Consider holding special events to tie into Financial Literacy Month or a themed event like sticking to a budget during the holidays. We hang posters around the office to create awareness, send emails to initiate engagement and even send postcards to communicate our program benefits to employees when they’re at home.

Pay attention to the numbers.

Surprisingly, a whopping 70 percent of employers with financial wellness programs don’t have formal measurements to assess their value.⁵ But, by tracking the success of your program, you can take advantage of a valuable opportunity. You will be able to assess the significance of your program, identify where improvements can be made, harness data to offer personalized options and so much more.

What makes a good workplace financial wellness program?

At a minimum, a good financial wellness program helps employees increase their financial knowledge and ability to manage personal and family finances. The most important goal is to help employees reduce the stress associated with financial uncertainty.

Some of the more common components of a financial wellness program include:

Financial education.

Teaching financial fundamentals can help alleviate some stress and empower your employees to set some financial goals for themselves. For example, 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—these are all valuable topics that a financial wellness program teaches. You can even bring in an expert to deliver talks during lunch & learns or webinars.

Retirement planning.

For those who are close to retirement, you should consider offering classes on retirement financial planning, retiree healthcare, and how to navigate retirement distributions when the time comes. For those planning for retirement, focus on spreading awareness about your 401(k) and any employer match programs you offer. People may be interested in learning more about setting up health savings accounts that set aside money for retiree healthcare, creating a retirement plan, and learning how much they should try to save before retiring. Consider inviting a professional from your 401(k) program to host a seminar to share information.

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. This type of support is best done one-on-one with a financial counselor.

Financial counseling and coaching.

Financial counseling sessions may be more appropriate for employees who are experiencing an immediate financial crisis. Financial coaching helps employees set goals for the future and improve their current financial situation.⁶ Sessions can be in-person, over the phone, or via video.

Support for savings.

Aside from 401(k) plan retirement saving, employers can sponsor savings or investment plans and have contributions taken directly from paychecks. Not only does this make it convenient to participate, but it also gives employees the peace of mind that they’re placing their money with a reputable institution.

Short-term loans and accrued wage advances.

These help employees access credit or cash in an emergency—whether through a low-interest short-term loan or an advance on their pay. Both can then be repaid through payroll deductions spaced out over time.

Student loan debt assistance.

Paying back student loans can be frustrating. There is a lot of unfamiliar terminology, and when you have a problem, it’s hard to know whom to contact—the lender, the loan servicer, or the guarantor? So, simply providing organizational tools that pull in and consolidate all student loan data in one place can be a huge relief for your employees. You may also want to make loan consolidation services available so employees can investigate lowering their monthly payments.

Incentivize financial wellness.

Once you begin offering some aspects of a financial wellness program, consider adding them to your incentive strategy. For example, many of our clients reward their employees for attending a financial wellness lunch & learn or reading educational resources from their financial wellness partner. Incentivizing your new offerings will encourage employees to use and reap the benefits of them.

Improve financial wellness in the workplace with WebMD Health Services.

Financial stress is an enormous concern for today’s employees, and increasingly something employees want their employer to help with. Providing support for financial wellness can not only lead to gains in productivity and help stave off physical and mental health concerns down the road, it can also lead to a more inclusive and equitable workplace and a more productive, engaged workforce. Need help strategizing ways to include financial wellness in your well-being program? Contact us at connect@webmd.net.

In a perfect world, the excitement and enthusiasm generated by the launch of a well-being program would last forever. But, the reality is business priorities shift, leaders come and go, and workplace needs change, including what employees need to stay healthy and happy. The truth is, like people, well-being programs, can benefit from a check-up every now and then.

To help you with your workplace well-being check, we’ve put together a list of some common areas to evaluate:

1. Leadership. Getting buy-in for a workplace health program is essential, and while most organizations do a good job of enlisting leadership support prior to launching a program, enthusiasm can wane. And without support from HR leaders, executives, and other decision-makers, even the most robust well-being program can only go so far.

What you can do:

• Share metrics, data, and key performance indicators that measure how the program is impacting health care costs, employee engagement, retention and overall well-being.
• Solicit employee testimonials to demonstrate how the well-being program is making a real impact.
• Ask management to share their thoughts on what should be included in the well-being program.
• Consider tapping a new executive to serve as well-being program champion to benefit from fresh ideas and a new approach.

2. Employee engagement. You may have gotten great participation at launch, especially if you offered a reward for completing the Health Assessment. But to get maximum engagement, it might be time to rethink your reward strategy and how you’re marketing the well-being program.

What you can do:

• Reward engagement with multiple aspects of the program, beyond the Health Assessment.
• Vary incentives every so often to align them with different dimensions of well-being (physical, emotional, mental, social and clinical).
• Match rewards to the culture of the organization.
• Communicate more than you think you should to keep the program top-of-mind. Use multiple communication tools, including digital, print, and in-person.

3. Well-being program relevance and inclusivity. Well-being is personal, and the best way to engage employees in changing health behaviors is to make it relevant to them as individuals. But organizations are complex and it’s not always easy to reach everyone in a meaningful way, especially if you have multiple locations, recent mergers/acquisitions, or widely varying job roles and employee populations.

What you can do:

• Segment your population based on health condition, geography, or job function and consider targeting communications to these groups.
• Pay attention to the inclusivity of your well-being program offerings to ensure that it offers something for everyone—regardless of health status, geographic location, religion, gender, abilities, sexual orientation, economic circumstances and racial or ethnic background.
• Ensure your well-being communications reflect diverse imagery and messages that are relatable and understandable.

4. A culture of well-being. You know that the degree to which the organization values and supports its employees’ holistic well-being is a big factor in creating a strong company culture. It’s why you decided to partner with a well-being provider in the first place. But even though all the well-being offerings are in place, there still isn’t a tangible sense of a well-being culture in the organization.

What you can do:

• Make the link between the values, vision and mission of the organization and the well-being program.
• Treat well-being as a business issue that directly impacts the bottom line.
• Survey employees to understand what they really want out of a well-being program.
• Bring people together in the pursuit of well-being through wellness challenges.
• Take stock of the signals that the workplace sends around well-being. Examples include healthy food offerings, permission to engage in physical activity during the day, and the degree to which mental health is discussed and prioritized.

Ready to get a handle on what might be ailing your organization’s well-being program? Check out our workplace wellness assessment to help you evaluate workplace well-being, or contact us at connect@webmd.net.