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

The World Health Organization (WHO) 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 don’t work. A UK 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 US$60 billion 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 easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes. They then complain that employees don’t attend or don’t appreciate them.

Many employees say they don’t attend these activities because they find them irrelevant, unhelpful or they don’t value them enough to attend—meaning their workplace has failed in identifying their needs.

Understanding what motivates people to participate in well-being programs is crucial in improving its effectiveness. For example, one survey 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 average or below average. 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 need it most.

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 positive psychology 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 life worth living—rather than solely addressing symptoms of mental ill health which only affect 10%–20% of the population.But positive psychology measures still have a positive impact on those who experience mental health issues at the same time. They include such activities 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 enjoys a specific well-being activity or program, whether they believe that well-being can be changed or their level of distress 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 higher genetic predisposition 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 lack in-depth knowledge of psychology.

Implementation

The way 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, overusing gratitude exercises can lead to disengagement from a program. Similarly, offering too many well-being activity options 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 positive psychology and lifestyle medicine (which focus on helping people improve their health and fitness) may be particularly beneficial in workplaces.

This article is republished from The Conversation under a Creative Commons license. Read the original article.