Does your organisation have a clear view of what workplace wellbeing actually means? Do you have a defined strategy, or perhaps you’ve already rolled out initiatives? Many companies focus on perks—gym memberships, wellness apps, or Employee Assistance Programs (EAPs)—but do these really address the challenges employees face?
In the most recent episode of my Glimpses of the Blindingly Obvious (GOBO) podcast, I discussed this with psychologist and author Gethin Nadin. One of the many key takeaways was this: there’s no universally agreed definition of workplace wellbeing. Many frameworks exist, but wellbeing is often addressed in fragmented or superficial ways. Many companies focus on perks – gym memberships, wellness apps, or Employee Assistance Programs (EAPs) – but do these really address the challenges employees face?
Listen to the latest episode of Glimpses Of the Blindingly Obvious here>>
The problem with superficial wellbeing initiatives
Wellbeing perks are well-intentioned but often miss the mark. Many organisations invest in quick fixes, hoping to tick a box rather than solve deeper issues. Research from Oxford and Chicago universities highlights the ineffectiveness of such initiatives, branding many as a waste of time and money. These studies are not conclusive and may just reflect a common critique: that many initiatives don’t tackle the root causes of employee stress and dissatisfaction.
The problem isn’t wellbeing itself – it’s how organisations approach it.
Think of initiatives like free fruit, mindfulness apps, or yoga sessions. While useful on the surface, they don’t fix core issues like poor leadership, unrealistic workloads, or toxic team dynamics. Employees might attend a workshop, but if they remain overworked or undervalued, their stress won’t disappear.
True workplace wellbeing is about more than providing benefits; it’s about creating an environment that recognises employees as people, not just resources. As Gethin suggests, wellbeing at work is about creating conditions where people feel resource-full and able to handle the things that might go wrong at work and life and stresses them out.
These programmes may tick a box, but they rarely change how employees feel at work. If leadership, team dynamics, or communication are broken, no amount of wellness perks will create a fulfilling workplace. A mental health app is unlikely to make things any better.
They often fail to address deeper issues that impact employee wellbeing. They seem helpful on the surface, but they’re usually short-term fixes. Organisations often introduce these perks when they observe issues like low morale or high turnover, thinking they will help employees manage stress or feel more engaged.
While useful on the surface, they don’t fix core issues like poor leadership, unrealistic workloads, or toxic team dynamics. Employees might attend a workshop, but if they remain overworked or undervalued, their stress won’t disappear.
At its best, wellbeing goes beyond addressing immediate stress to help employees build resilience and thrive.
Quick fixes, short term gains and wrong metrics
Many organisations also fall into the trap of “wellbeing-washing.” This happens when companies promote wellbeing efforts to appear caring, without delivering meaningful change. Research from the CIPD suggests a third of organisations engage in this performative behaviour. Employees quickly see through it, eroding trust and engagement.
True wellbeing isn’t just about managing stress; it’s about preventing it in the first place. This requires organisations to address systemic issues—how work is structured, communicated, and supported, and leadership is a critical factor. Without these foundations, no amount of perks will improve workplace wellbeing.
A quick fix approach often misses the importance of effective leadership. Good leadership is at the heart of employee wellbeing. Research shows that factors like trust, autonomy, and psychological safety are far more significant to wellbeing than perks. A poorly managed team or an unsupportive environment can overshadow any benefits from wellbeing perks. Leaders play a crucial role in modelling wellbeing by setting realistic work expectations, being open to employee concerns, and providing genuine support. But many line managers are promoted for their technical skills, not their ability to support their teams emotionally.
The metrics about the impact of wellbeing at work can also often lead to misleading conclusions about improvements. Companies might measure uptake of wellbeing perks – like the number of employees attending yoga classes or using a meditation app – without linking these figures to meaningful outcomes, such as engagement, retention, or psychological safety. Superficial data points can give the impression that the organisation is doing well, but they don’t provide an accurate picture of whether employees are genuinely more engaged, satisfied, healthy or thriving. Organisations could include employee wellbeing as a key performance indicator for leaders, as a way to encourage a culture of support and empathy. This shift could help managers see wellbeing as an integral part of their role rather than an add-on.
Optimising people, not fixing them
In the grand scheme of things we are probably still in the infancy of really understanding what workplace wellbeing really is. Gethin made the really interesting point that historically, workplace changes often follow major societal events. The industrial revolution brought labour laws after factory deaths. Wars introduced concepts like employee rights and welfare. Dare I mention the pandemic? It definitely seems to have accelerated awareness of workplace wellbeing.
But the core of workplace wellbeing is about giving people the resources to handle life’s ups and downs. At its best, wellbeing goes beyond addressing immediate stress to help employees build resilience and thrive.
One of the most insightful parts of my podcast conversation with Gethin was his description of wellbeing as “optimising people, not just fixing them.” This means equipping employees with the tools to handle life’s ups and downs, rather than merely reacting to stress. For example, offering flexible working policies can empower employees to balance work and personal life. Providing financial education can help reduce money-related stress. These approaches focus on creating an environment where employees aren’t just avoiding burnout but feel equipped and are actually flourishing.
Its not an either/or approach
In essence, workplace wellbeing needs a more holistic approach
Effective workplace wellbeing combines two elements: supportive work culture and practical, low-intensity interventions. The high intensity foundation includes organisational values like trust, autonomy, and a safe environment for open communication. On top of this foundation, companies can layer additional resources – flexible working policies, financial education, and mental health support, apps and other employee benefits. Benefits and apps on their own don’t achieve much.
Ultimately organisations need to rethink their approach to workplace wellbeing. The goal is to create a culture where employees feel supported and able to thrive. Achieving this takes more than just providing a range of benefits; it requires a shift in how organisations view leadership and performance. In reality, the most effective approach is often to buffer against the negative effects of challenges that inevitably arise in life from time to time, and the immediate line manager can significantly contribute to this.