10 Wellbeing Practices to Guide Leaders

With the goodwill banked by employers in the early months of the pandemic now abating, it is more critical than ever that leaders reinvigorate their efforts to build high wellbeing workplaces and cultures.

What follows are 10 critically important best practices for enhancing employee wellbeing in 2021 and beyond.

1. Maintain a strong and sustained leadership voice regarding the importance of wellbeing.

The emphasis on mental health and other aspects of wellbeing during the pandemic cannot be seen as a passing fad. "We're all vaccinated, so we don't have to worry about wellbeing anymore" can't be the message. Rather, organizational leadership needs to communicate this message to its employees regarding a wellbeing culture: "This is who we are, this is important to us, and this is never ever going away."

Wellbeing initiatives that come out of the CEO's office work best. Cultural change is an outcome of the expectations and messages sent by leadership. For example, positive defaults make it easy for employees to do what is in their best interest (things like easy access to healthy cafeteria food, exercise, community activities, financial management, informal social groups). Keep in mind that the five elements of wellbeing (career, social, financial, physical, and community) are interdependent. Programs and practices work best when they target more than one of the five elements.

2. Demonstrate a shared and consistent definition of what is meant by "wellbeing."

Gallup research has shown that wellbeing interventions are more effective -- and greater improvement in wellbeing is realized -- when constituents know precisely what the organization means by "wellbeing." Gallup suggests using the five elements of wellbeing as a science-based organizing structure for all your benefits and wellbeing program offerings.

When you have a wellbeing initiative, align it with at least one of the five elements. Clarify how it builds net thriving and reduces struggling or suffering. When wellbeing opportunities are communicated, use the five element labels so that employees can easily see how everything is organized to improve their days and overall lives.

3. Keep the line of communication constantly open.

Improving and sustaining wellbeing requires that managers stay connected with employees and how their lives are progressing. The single best way to do this is for managers to have conversations with employees -- quick connects and check-ins, with a minimum goal for managers of having one meaningful conversation with each team member per week. Don't forget about the basic elements of managing. Ask employees how any post-pandemic changes going forward may affect their various elements of wellbeing and their performance.

4. Lead by example.

One of the most effective ways to improve wellbeing is to be surrounded by people who are making healthy choices. In an organization, this starts at the top. People often adopt wellbeing practices through social contagion, where peers learn from leaders and one another and live the expected norms. But improvement comes not just from organizational leaders modeling personal behavior. They need to create clear cultural standards in workplaces around how employees eat (are there healthy foods in the cafeteria?), how they move their bodies throughout the day (are employees encouraged by leaders to pursue fitness, even to take walking breaks?), and how they treat one another. Organizations always have an advantage over larger communities when it comes to wellbeing interventions because employees inside organizations are a captive audience.

5. Include family members.

An effective and proven way to demonstrate that the wellbeing of employees is cared for is to show care for their family members, too. As things open back up, big gatherings will become safer -- be they the 5k walks, nutritional cooking classes, retirement planning sessions, volunteering in the community, or strengths workshops for the whole household. Invite and encourage family members to participate. This will promote the wellbeing of employees and their loved ones.

6. Re-promote wellbeing programs and offerings.

Gallup research has shown that only about one-quarter of employees of large employers participate in wellbeing programs and offerings. Never assume that employees are aware of what is available to them. The pending return-to-work period will be a great time to re-energize and reintroduce wellbeing offerings. And, as people feel safer going back to the workplace, they will look at their work environment and its programs with fresh eyes.

7. Scientifically evaluate the effectiveness of wellbeing programs.

It is best practice to continuously audit the use, effectiveness, and value of wellbeing programs in your workplace, including how employees who are participating in the programs report their overall wellbeing changing over time. This practice will be vital in the months ahead as some of the options that were particularly useful during the pandemic -- such as virtual participation -- will likely retreat in importance, while other in-person programs will become more significant again.

Gallup has worked with many organizations to conduct both qualitative and quantitative audits to assess which ones predict higher thriving rates. Every benefit or practice should be held accountable for usefulness and impact.