Employee wellness plans are increasingly integral to company benefits packages, aiming to attract and retain top talent.

However, recent studies reveal a startling gap between the availability of these programs and their actual utilisation by employees.

According to research conducted by RAND, only 20-40 percent of employees with access to wellness programs take advantage of them. This underutilisation raises a critical question: Are these programs truly effective?

David Rice, an HR expert at People Managing People, shares insights into why these programs may fail and offers practical steps for HR teams to enhance their effectiveness. Rice emphasises that many companies introduce wellness initiatives with good intentions but fail to align them with employees’ actual needs and preferences.

Signs Your Employee Wellness Plan Is ‘Broken’

  1. Lack of Employee Input
    One of the most common pitfalls is treating wellness programs as a mere box-ticking exercise. Companies often implement programs based on assumptions or the latest wellness trends without consulting employees. “Gathering regular feedback through surveys or focus groups is crucial,” says Rice. “The program should be holistic, addressing physical, mental, social, and financial well-being.”
  2. Poor Communication
    A successful wellness program requires more than just sending out a company-wide email. Employees need to understand the purpose of the program, how to access it, and how they will benefit from participating. When communication is lacking, engagement tends to suffer.
  3. Lack of Trust
    Employees may be hesitant to participate if they do not trust how their data will be used or if they feel unsafe sharing personal information. Building a culture of trust is essential, as is encouraging employees to share success stories, which can foster a more supportive environment.

How to Fix Your Employee Wellness Plan

  1. Cultivate a Supportive Culture
    A genuine commitment to employee wellness starts with executive buy-in. Leaders must communicate that health and wellness are company priorities. This involves going beyond standard offerings to include mental health support and ergonomic workplace improvements. “Creating a culture that genuinely values wellness requires visible commitment,” notes Rice.
  2. Build Effective Feedback Loops
    Regular feedback is essential for tailoring wellness programs to meet the workforce’s needs. Utilising surveys, suggestion boxes, and wellness meetings can provide valuable insights. Technology can also play a key role by offering platforms for anonymous feedback, allowing for real-time adjustments to the program.
  3. Integrate Technology
    Leveraging advanced analytics can help identify trends in employee engagement and health outcomes, guiding more informed decisions about program offerings. Mobile apps can deliver personalised wellness tips and track progress, making wellness an ongoing part of employees’ lives.
  4. Leadership Training and Development
    Leaders and managers must embody wellness practices to encourage their teams. Training programs should equip them with the skills to create inclusive environments that respect individual wellness journeys. By setting a positive example, leaders can motivate their teams to prioritise health.
  5. Top-Down Wellness Advocacy
    When leaders actively participate in wellness initiatives, it sets a powerful example. This trickle-down effect can normalise participation and reduce any stigma associated with prioritising personal health. “Leaders should be visible in their engagement with wellness activities and open about their own wellness journeys,” Rice advises.

By addressing these key areas, companies can transform their employee wellness programs from underutilised offerings into vital, effective components of their organisational culture.

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Amelia Brand

Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.