The Time/Effort Needed To Participate In Well-Being Programs - Deepstash

The Time/Effort Needed To Participate In Well-Being Programs

Among all employees who indicated they could have participated in a physical well-being program in 2020 but didn’t, 38% said it was because they were too busy.

This is particularly concerning, as those most in need of well-being support often have the least time or energy.



Well-Being Programs Are Not That Popular

Despite increased investment in well-being programs, many employees who stand to benefit aren’t participating in them

Gartner’s 2021 EVP Benchmarking Survey revealed that although 87% of employees have access to mental and emotional well-being offerings, only 23% of employees use them. This pattern also applies to physical and financial well-being programs.



Not only do employees have an incomplete understanding of the well-being offerings available to them; many are also unsure about their own well-being needs. Therefore, the first step is foundational – HR must increase employees’ awareness and knowledge of employer-provided well-being efforts.

To capture employees’ attention in today’s information-rich world, communications must be credible and appealing in order to stand out. Communications need to be believable; for instance, it can not overestimate the positive impact of a particular well-being program.


Strategies organizations can implement to maximize the investments made in employee well-being by boosting employee participation in offered programs:

  1. Increase employee understanding of well-being needs and offerings.
  2. Reduce well-being stigma and apathy.
  3. Reduce the time and effort needed to participate in well-being programs.

Succeeding in this effort is good for employees and the business: 48% of employees who utilize well-being programs report being highly engaged, compared to 30% of employees who do not.



Many employees don’t seek well-being support due to fear of being stigmatized, particularly when it comes to mental and emotional health. Additionally, employee apathy stymies participation by reducing motivation to act.

One tactic that progressive organizations are employing is empowering trusted employees to communicate the importance and normalcy of seeking support. HR leaders can make the benefits of seeking support more tangible by encouraging employees to share their well-being success stories.


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Burnout in the workplace

Burnout is more than a bad day or a busy week—it’s about ongoing, compounding factors that make your work environment so draining that no amount of positive thinking or good nights’ sleep can pull you out of it. 

The impacts of burnout are serious, even from a purely financial perspective. According to an influential WHO study, burnout costs us a staggering one trillion dollars in lost productivity every single year. It’s also a major driver of employee turnover; in one survey of senior HR leaders, nearly half shared that burnout was responsible for 20-50% of their annual resignations.



Coming To Work While Sick
  • Many workers don’t want to take an off even if they are unwell, due to the fear of judgement and a general distrusting attitude from their bosses.
  • There is a stigma around taking an off day, with 40 percent of workers lying to their managers the real reason for not showing up at work.
  • Presenteeism has increased three-fold over the past decade, while absenteeism due to sickness has halved in the last twenty years.


The role of managers are changing

Gartner analysis shows that 46% of the workforce is projected to be working hybrid in the near future for midsize companies. Employees will have more choices about where, when, and how much they work.

In the past, managers used to be selected and promoted if they were able to manage and evaluate the performance of employees. Now managers are increasingly hired based on their ability to be great coaches and teachers.