As more companies promote wellbeing initiatives, a growing number are accused of “wellbeing washing” – creating the illusion of caring for employees’ mental and physical health without implementing genuine, long-term changes. A recent survey by Claro Wellbeing found that over a third of businesses are guilty of this practice, highlighting a disconnect between superficial actions and meaningful support for employees.
While many companies may participate in annual events like Mental Health Awareness Week, only one-third of employees rated their workplace’s mental health support as good or outstanding. This disparity suggests that some organisations may be falling short in making a real difference to their staff’s wellbeing.
Here are four signs your business might be wellbeing washing, along with steps to ensure your initiatives are truly impactful.
1. Superficial Initiatives
One key indicator of wellbeing washing is offering initiatives that are performative and lack real substance. For example, putting up posters for Mental Health Awareness Week without addressing the root causes of employee stress or mental health issues does little to improve staff wellbeing.
To move beyond surface-level gestures, companies must actively listen to their employees. Whether through surveys, focus groups, or one-on-one meetings, gathering feedback on what workers need is essential. Tailor initiatives based on this feedback – for instance, if stress is a widespread issue, providing access to professional counselling services or flexible working options could make a significant difference.
2. Lack of Leadership Support
Another sign of wellbeing washing is when top management fails to engage with wellbeing initiatives. Employees quickly notice when leadership doesn’t take these efforts seriously, which can diminish trust and participation.
To prevent this, senior management should lead by example. Embedding employee wellbeing into the company’s business strategy with clear goals and success metrics shows a genuine commitment. When leaders actively support and participate in wellbeing programs, employees are more likely to follow suit.
3. Short-Term Thinking
Wellbeing washing often manifests in short-lived or reactive initiatives. If your company only focuses on employee wellbeing at certain times of the year or as a response to external events, the efforts are likely to fall flat.
Instead, businesses should implement a long-term wellbeing strategy. This involves dedicating a consistent budget and assigning responsibility for the delivery of wellbeing activities to a specific team. Regular evaluations should be conducted to assess the success of these initiatives and make necessary adjustments to ensure they continue meeting employees’ needs.
4. Failure to Encourage Participation
Offering wellbeing programmes like the Cycle to Work scheme is a positive step, but without encouragement and support, these schemes may not have the desired impact. To truly embed wellbeing into company culture, employers need to actively promote participation and create incentives for staff to get involved.
Ben Mercer of Leisure Lakes Bikes, a leading UK supplier of mountain bikes, emphasises the importance of promoting such schemes: “Cycling to work has become increasingly popular, and the Cycle to Work scheme has been crucial in this trend. Business owners can enhance the appeal of the scheme by introducing rewards or charity events, encouraging employees to participate.”
Conclusion
Incorporating meaningful, long-term wellbeing strategies into your business can transform a superficial effort into a supportive, engaged work environment. When action aligns with intention, the benefits can be felt across your entire organisation. The key is ensuring that your wellbeing initiatives are authentic, driven by leadership, and designed to address the actual needs of your employees.