In today's fast-paced world, the importance of wellbeing has never been more pronounced in particular for Leaders as the responsibilities have increased with requiring to work and manage remotely , integrate AI into roles and drive innovation whilst cost cutting activities.

 As organizations strive to create healthier work environments, a concerning trend known as "wellbeing washing" has emerged. Similar to greenwashing in environmental practices, wellbeing washing occurs when companies make superficial or insincere efforts to promote employee wellbeing. This can undermine trust and fail to deliver real benefits to employees. In this post, we'll explore how to avoid wellbeing washing and focus on building true personal and organizational resilience.

Understanding Wellbeing Washing

Wellbeing washing is the practice of promoting wellbeing initiatives that are more about image than substance. These efforts might include flashy wellness programs, one-off events, or trendy perks that look good on paper but don't address the real needs of employees. The danger of wellbeing washing is that it can lead to cynicism and disengagement among employees, who quickly recognize when their employer's actions lack sincerity.

I was reading  a People Management  article this month  on wellbeing washing Is your firm guilty of ‘wellbeing washing’? Check it out for further context

This Report warns there is a disconnect between what employers and staff view as effective in promoting workplace wellness. Employers have been warned they may be at risk of ‘wellbeing washing’ as research has indicated there is a disconnect between employers’ and employees’ wellbeing priorities.

According to the report by law firm Winckworth Sherwood, which polled 1,000 employees and 250 senior HR professionals, the majority (86 per cent) of employers believe their wellness strategy, initiatives or benefits have lowered sickness absence rates. However, the organisations admitted that the major goal was not to reduce sickness absence, but to increase productivity which is alarming in itself. 

Only half of employers surveyed said they had offered workers ‘good work’ – defined as autonomy, job satisfaction, work-life balance – at 55 per cent, provided fair pay and reward (51 per cent) and promoted flexible working (49 per cent). 

This is despite the fact that both employers and employees considered them to be the most beneficial factor in improving mental health and preventing sickness absence for mental ill-health. 

The report also found a disconnect between the measures employers and employees felt were the most effective to promote mental health in the workplace. While 37 per cent of employers said employee benefits including yoga, resilience training and healthy lifestyle seminars were effective at promoting wellbeing in the workplace, just 26 per cent of employees agreed.

Herbert noted that employers citing productivity as the primary reason for offering wellness programmes, rather than genuine concern for employee wellbeing, posed a challenge for HR professionals looking to improve their overall employee benefits and wellbeing provision because “such offers usually come at a cost, and that cost must be agreed upon and approved by those in finance or the C-suite”, he said. 

Herbert added: “Yet those away from the HR coalface often don’t understand or appreciate the financial implications of poor workforce wellbeing, and an added complication is that many will see benefits as a nice to have rather than a business necessity.” 

The report also found the majority of employers (68 per cent) and employees (67 per cent) surveyed agreed that there was too much responsibility on employees to improve their health and wellbeing, as opposed to organisations improving their work environment and culture. 

Employers could be more effective in improving wellbeing and reducing sickness absence if they take action to improve organisational culture.”

Three ways to avoid wellbeing Washing as a Resilient Leader

1. Commit to Authentic Actions and Policies

Meaningful Initiatives: Organizations need to develop wellbeing programs based on genuine employee needs. This starts with listening to employees and understanding their challenges. Initiatives should be designed to provide real, tangible benefits, such as mental health support, flexible working arrangements, and comprehensive health benefits.

Long-Term Commitment: Wellbeing isn't a one-time effort; it requires sustained investment. Avoiding wellbeing washing means embedding wellbeing into the fabric of the organization. This involves regular updates to programs based on employee feedback and evolving needs.

Transparent Communication: Honesty is key. Organizations should clearly communicate their wellbeing efforts, including the rationale behind them and the expected outcomes. Transparency builds trust and ensures employees feel valued and understood.

2. Integrate Wellbeing into Organizational Culture

Leadership Involvement: Leaders play a crucial role in shaping organizational culture. When leaders actively participate in and promote wellbeing initiatives, it sets a powerful example. Leaders who model positive behaviors, such as taking breaks and managing stress effectively, encourage their teams to do the same.

Policy Integration: Wellbeing should be integrated into all aspects of organizational policy. This includes offering flexible work options, promoting work-life balance, and ensuring a safe and supportive work environment. Policies should be designed to reduce stress and enhance overall employee satisfaction.

Employee Empowerment: Empower employees to take an active role in wellbeing initiatives. Create opportunities for them to lead programs, share ideas, and provide feedback. When employees are involved in shaping their own wellbeing strategies, they're more likely to engage and benefit from them.

3. Measure and Evaluate Impact

Data-Driven Decisions: Organizations should use data to inform their wellbeing strategies. Regular surveys, feedback sessions, and other metrics can help identify areas where employees need more support. Data-driven approaches ensure that initiatives are targeted and effective.

Track Progress: Monitor the impact of wellbeing programs over time. Key indicators such as employee engagement, productivity, and health outcomes can provide valuable insights. Tracking progress allows organizations to make informed adjustments and improvements.

Continuous Improvement: Wellbeing is an ongoing journey. Organizations should regularly review and refine their strategies based on evaluation results and changing employee needs. A mindset of continuous improvement ensures that wellbeing efforts remain relevant and effective.

Building Personal and Organizational Resilience

Personal Resilience

For individuals, building resilience involves developing the skills and mindset to navigate challenges effectively. This includes practicing self-care, maintaining a healthy work-life balance, and seeking support when needed. Resilient individuals are better equipped to handle stress and adapt to change.

Organizational Resilience

At the organizational level, resilience involves creating a supportive environment where employees can thrive. This means fostering a culture of trust, encouraging collaboration, and providing resources for personal and professional growth. Resilient organizations are more adaptable and better prepared to face uncertainties.

In conclusion avoiding wellbeing washing requires a genuine commitment to employee wellbeing and organisational resilience. By focusing on authentic actions, building psychological safety and integrating wellbeing into organizational culture, and continuously measuring impact, organizations can create a truly supportive environment. 

Prioritizing the building of personal and organizational resilience is a powerful way to ensure that wellbeing efforts are meaningful and effective. Remember, genuine care and sustained effort are the cornerstones of lasting wellbeing and resilience.

💡Are your wellbeing initiatives truly impactful, or are they just checking a box? 

💡Share your thoughts and experiences in the comments below! 👇🏾

🔑If you’re interested in unlocking your resilience and learning more about creating a resilient organization, reach out for a consultation. 

Let’s build a future where wellbeing is more than just a buzzword – it’s a way of life.

Martina Witter

Resilience Consultant I Accredited Cognitive Behaviour Therapist I Health and Wellbeing Consultant I Corporate Wellbeing Trainer I Leadership Coach

Martina delivers transformational and dynamic training which lead to peak performance, enhanced profits and performance. Rapha Therapy and Training Services delivers CPD Accredited courses including Signature Course Rivers to Resilience ® Training and Stress Busters fro success™.

Martina  Witter is a published author of Resilience in the Workplace:From Surviving to thriving in the workplace, in business and as an entrepreneur and Podcast Host of Rivers to Resilience

Useful Links below:

How to create a mental health and wellbeing programme that works

Why businesses should cultivate a workplace that promotes good mental wellbeing