Maximising a programme’s impact requires careful attention to not only the content but also how it’s implemented, says the writer. — 123rf
THE World Health Organisation (WHO) has just published alarming statistics showing that employee mental health issues result in a US$1 trillion (RM4.2 trillion) loss in productivity each year. The WHO has called on employers to take urgent action by introducing comprehensive well-being programmes to tackle the escalating mental health crisis in the workplace.
But the problem is that many workplace well-being programmes don’t work.
A British study which looked at 46,336 employees from 233 organisations found there was no evidence that a range of common workplace well-being initiatives – including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work – improved employee well-being.
So, despite companies investing over US$60bil (RM253.2bil) annually worldwide in well-being programmes, they appear to make little impact.
There are a number of reasons why these programmes don’t work – and understanding them is the only way companies will be able to make these programmes effective.
Motivation crucial
Organisations often opt for easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes. They then complain that employees don’t attend or don’t appreciate them.
Many employees say they don’t attend these activities because they find them irrelevant, unhelpful, or they don’t value them enough to attend – meaning their workplace has failed in identifying their needs.
Understanding what motivates people to participate in well-being programmes is crucial in improving their effectiveness. For example, one survey found employees were more interested in learning about healthy lifestyles than having a discussion about stress management. Although not directly related to mental well-being, prioritising these kinds of talks would have a greater effect on improving well-being in the end.
Content matters
Wellbeing programmes tend to be more effective for people whose well-being is average or below average.
So when people with high levels of well-being participate in such programmes, they often see little benefit.
This can make it appear the programme isn’t effective – when in reality, it still is for those who need it most.
This is why it’s so important to determine what type of help employees need most when designing well-being programmes. For employees who aren’t experiencing poor mental health, a programme that primarily addresses depression or anxiety may be less effective, as they’re probably already practising many of the strategies such programmes would discuss.
But if the wellbeing programme goes beyond reducing symptoms and focuses on promoting flourishing, meaning and purpose in life, it could provide value to a broader audience. This is where a programme designed by an expert in positive psychology would be beneficial in workplaces.
Positive psychology is the science of wellbeing.
It focuses on building on the positive aspects of life that make life worth living – rather than solely addressing symptoms of mental ill health, which affect only 10 per cent to 20 per cent of the population.
But positive psychology measures still have a positive impact on those who experience mental health issues at the same time. They include such activities as identifying and using your character strengths at work, rethinking your past events positively, learning optimism or practising gratitude.
The content of workplace well-being programmes is crucial. Avoiding generic self-help approaches will enhance their overall impact.
Everyone is different
Factors such as whether an employee enjoys a specific wellbeing activity or programme, whether they believe that wellbeing can be changed, or their level of distress when starting a programme can all affect whether workplace wellbeing initiatives work.
Even a person’s genetics can significantly affect whether such programmes have any impact. Research shows that people who have a higher genetic predisposition towards change are more likely to benefit disproportionately from these programmes – and their positive effect tends to last longer.
All of these factors should be carefully considered when designing a workplace wellbeing programme.
And given how difficult this will make it to design one that’s effective, it’s important employee wellbeing programmes are actually developed by experts in the field – not consultants who lack in-depth knowledge of psychology.
Implementation often overlooked
The way a wellbeing programme is implemented is just as important as its content – though this aspect is often overlooked by well-being consultants.
For instance, overusing gratitude exercises can lead to disengagement from a programme. Similarly, offering too many well-being activity options can overwhelm participants and result in them discontinuing the programme.
Maximising the impact a well-being programme has in the workplace requires careful attention to not only the content but also how it’s implemented.
There are many nuances involved in designing a workplace well-being programme. Employers must ensure the programmes they offer not only promote well-being but also avoid causing unintended harm to others in the process.
Consulting experts who know the nuances of psychology and of well-being programmes is key, as they will ensure programmes will be effective and helpful.
Programmes that combine positive psychology and lifestyle medicine (which focus on helping people improve their health and fitness) may be particularly beneficial in workplaces. – The Conversation
Jolanta Burke is a senior lecturer at the Centre for Positive Health Sciences, RCSI University of Medicine and Health Sciences in Ireland. This article was first published in The Conversation.
