Workplace Well-Being Is At An All-Time Low. Here Are 5 Ways Employers Can Actually Help

That’s a reality many companies are grappling with right now—including on focused panels such as last month’s Behavioral Health Tech conference (BHT) in Phoenix, Arizona, where Fortune heard from leading HR leaders and executives about how to improve worker satisfaction, discussing potential solutions, from employee-driven programs to peer support.

Some workplaces have responded with a surge of mental health benefits, including behavioral health resources, access to meditation apps, and employee assistance programs, or EAPs, which offer free or low-cost services and counseling to help people with issues affecting their well-being. Still, the benefits have not meaningfully improved workplace engagement and employee well-being. In fact, a recent study from Oxford found that aside from volunteering, a slew of other wellness benefits are swimming against the tide, not making employees feel any better. 

New research from Gallup published in November found that, out of 151 chief people officers at large companies, a quarter cited well-being as a top priority. Still, according to the same survey, less than a quarter of employees (21%) believe their employer cares about their mental health and well-being. Therein lies a problem—both for health outcomes and the bottom line, as those who feel their employer supports their well-being are more likely to stay engaged, productive, and not search for other jobs. 

What’s the future of workplace well-being? 

An effective workplace well-being approach takes into account the many pillars that contribute to well-being, including purpose, financial, health, community, and career, experts said on the panel about improving workplace well-being at BHT. 

While employers everywhere have been grappling with the challenge of improving workplace wellness, including at this conference, experts say there is no universal gold standard for perfect workplace well-being.

Experts have previously told Fortune that improving workplace well-being requires a combination of benefits and resources alongside a culture that supports workers’ needs, pays them fairly, and engages them with a purpose. 

“Initiatives must align with the unique culture of an organization. The real question leaders should ask is: Are our policies boosting morale or focusing on micromanagement? How do employees feel when they walk through the door?” Jamine Moton, founder and CEO of Atlanta-based security firm Skylar Security, who speaks on how to build inclusive teams and positive cultures. “Considering we spend more time with our coworkers than with our families, workplaces must be intentional in meeting their employees’ needs or risk high turnover and low morale.”

Below, some additional pearls of wisdom from executives about how to improve workplace wellness:

Don’t skimp on the basics

Before you consider offering complimentary meditations, happy hours, and extra PTO, you need to treat your employees fairly. In short, if you don’t pay people properly and treat employees with respect, no wellness benefit or perk is going to matter, Moton says. 

“Maslow’s Hierarchy of Needs got it right: you can’t expect people to thrive, let alone succeed, when their basic needs aren’t met,” Moton says. “Workplaces must go beyond metrics and profits to create cultures that truly support their employees.”

Become a people-centered leader

You’ve likely seen the research showing that your boss plays a more influential role in your mental health outcomes than your doctor. And it’s true: Leadership matters.

“Benefits chosen for their buzz rarely address what employees truly need or want,” says Gene Hammett, a leadership coach and host of the Growth Think Tank podcast. “Without a supportive workplace culture and strong leadership, even the best perks feel hollow and performative.”

Before adding on a host of benefits, companies must ask themselves how they are putting their people first and cultivating community on a daily basis by fostering open communication, collaboration, and growth opportunities. This comes from addressing the causes of stress “such as poor management or unmanageable workloads,” Hammett says. 

“The reality is, people don’t leave jobs—they leave poor supervision,” Moton says. “The future of workplace well-being isn’t about perks or programs, but about human connection. When leaders focus solely on results, they fail. But when they see the person behind the performance, they foster unshakable loyalty.”

One size does not fit all

The Gallup survey found that a third of employees don’t know if their company has employee assistance programs, and of those who do, 81% don’t use them. To fix that, engagement, communication, and education is key. 

This must also be coupled with data, said Teresa Chapman, chief people officer at Santa Clara Family Health Plan (SCFHP), at the panel at BHT, to survey employees for their needs and track engagement, ultimately customizing resources to the varied needs of employees. “It’s so important that your data can tell a story,” she said. 

Hammett points to one success story from Columbia Sportswear, which, through engaging with employees, found a top concern was financial stress, particularly student loans and affording a home. It prompted them to tailor a program to incorporate financial wellness resources into their offerings. This type of curation can generate “greater satisfaction, improved productivity, and a workforce that feels genuinely supported,” he says. 

“One-size-fits-all programs often fall flat because CHROs overlook the diverse needs of employees at different life stages,” says Hammett. “What excites a young hire differs greatly from what a new parent or someone nearing retirement values.”

Incorporate peer support 

When the basics are prioritized, peer support programs can further engage employees with others who may share similar experiences. They are essential in building compassion across teams, said Liz Polson, senior director of Human Resources at Intermountain Health on the recent Behavioral Health Tech panel.

“Part of it is just regular peer support of having an expectation and tools to be able to just check in on your coworkers on a regular basis,” she said, nodding to her company’s director of social well-being for fostering that culture. “And then we also have a peer support program that connects people with similar experiences that can really help as well.” 

Research suggests peer support can improve self-esteem, happiness, and a reduced risk for anxiety, depression, and loneliness—and it is touted as a low-cost solution that eases the barrier to entry. 

Gamify wellness 

Chapman gives a “big shout out to technology for being able to gamify well-being.” 

Her company rolled out a “Walktober” event, which encouraged people to clock in steps and compete with their colleagues during the month. Workforce physical well-being initiatives are nothing new, but integrating technology can improve engagement, Chapman said, whose program has a digital wall for people to post goals and give kudos. 

Programs that are engaging encourage people to get outside and move, which improves their overall mental health, and therefore, engagement at work. 

“That isn’t just about the physical aspect, but also the community,” she said. “You develop teams, and we’re gamifying it by recognizing people who meet their physical fitness goal attainment and making it fun.” 

While for some leaders the focus is on integrating new programs, others are focused on cultivating and supporting what already exists.

“It can be difficult to balance KPIs with compassion and empathy, but without it, you lose your workforce and your goals,” Moton says. “The organizations that figure out how to put people first will be the ones that not only survive but thrive in the future of work.”