Workplace well-being programs often don’t work—but here’s how to make them better

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Workplace well-being programs often don’t work—but here’s how to make them better

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The

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has just published alarming statistics showing that employee mental health issues result in a US$1 trillion (£747 billion) loss in productivity each year. The WHO has called on employers to take urgent action by introducing comprehensive well-being programs to tackle the escalating mental health crisis in the workplace.

But the problem is that many workplace well-being programs

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. A *** study which looked at 46,336 employees from 233 organizations found there was no evidence that a range of common workplace well-being initiatives—including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work—improved employee well-being.

So despite companies investing over

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annually worldwide in well-being programs, they appear to make little impact.

There are a number of reasons why these programs don’t work—and understanding them is the only way companies will be able to make these programs effective.

Motivation

Organizations often opt for

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initiatives, such as hosting well-being talks or offering mindfulness or yoga classes. They then complain that employees

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or don’t appreciate them.

Many employees say they don’t attend these activities because they find them

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or they

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enough to attend—meaning their workplace has ******* in identifying their needs.

Understanding what

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to participate in well-being programs is crucial in improving its effectiveness. For example,

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found employees were more interested in learning about healthy lifestyles than having a discussion about stress management. Although not directly related to mental well-being, prioritizing these kinds of talks would have a greater effect on improving well-being in the end.

Content matters

Well-being programs tend to be more effective for people whose well-being is

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. So when people with high levels of well-being participate in such programs, they often see little benefit. This can make it appear the program isn’t effective—when in reality, it still is for those who

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.

This is why it’s so important to determine what type of help employees need most when designing well-being programs.

For employees who aren’t experiencing poor mental health, a program that primarily addresses depression or anxiety may be less effective as they’re probably already practicing many of the strategies such programs would discuss. But if the well-being program goes beyond reducing symptoms and focuses on promoting flourishing, meaning and purpose in life, it could provide value to a broader audience.

This is where a program designed by an expert in

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would be beneficial in workplaces. Positive psychology is the science of well-being. It focuses on building on the positive aspects of life that make

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—rather than solely addressing symptoms of mental ill health which only affect

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.But positive psychology measures still have a positive impact on those who experience

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at the same time. They include

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as identifying and using your character strengths at work, re-thinking your past events positively, learning optimism or practicing gratitude.

The content of workplace well-being programs is crucial. Avoiding generic self-help approaches will enhance their overall impact.

Everyone is different

Factors such as whether or not an employee

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or program, whether they believe that

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or their

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when starting a program can all affect whether or not workplace well-being initiatives work.

Even a person’s genetics can significantly affect whether such programs have any impact. Research shows that people who have a

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towards change are more likely to benefit disproportionately from these programs—and their positive effect tends to last longer.

All of these factors should be carefully considered when designing a workplace well-being program. And given how difficult this will make it to design one that’s effective, it’s important employee well-being programs are actually developed by experts in the field—not consultants who

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of psychology.

Implementation

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a well-being program is implemented is just as important as its content—though this aspect is often overlooked by well-being consultants.

For instance,

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exercises can lead to disengagement from a program. Similarly, offering

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can overwhelm participants and result in them discontinuing the program.

To maximize the impact a well-being program has in the workplace requires careful attention not only to the content but also how it’s implemented.

There are many nuances involved in designing a workplace well-being program. Employers must ensure the programs they offer not only promote well-being but also avoid causing unintended harm to others in the process. Consulting experts who know the nuances of psychology and of well-being programs is key, as they will ensure programs will be effective and helpful. Programs that combine

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(which focus on helping people improve their health and fitness) may be particularly beneficial in workplaces.

Provided by
The Conversation

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