Post-pandemic, there has been a notable shift in attitudes towards work and work-life balance. In the myriad of challenges Covid brought us, we all got a chance, whether we wanted it or not, to reassess what is meaningful in our lives. Many of us got a little clearer on what is important and what works and doesn’t work for us as individuals.

Such was the impact, that for the first time in most of our living memory, we are feeling empowered to demand more from our workplaces to accommodate that shift in perspective. The ‘quiet quitting’ era has only emphasised our resolve to find the right fit. It also demonstrated to employers, that they need to do more to retain their staff.

Enter the period of the ‘Great Renegotiation’ where workers are in the driving seat and employers must shift from a recruitment to a retainment model.

Most companies have recognised this shift and have responded by placing greater focus on employee wellbeing. This is all well and good and at best becomes an indispensable aspect of fostering a positive workplace culture.

However, on the flip side of that, a somewhat more disturbing trend has emerged, commonly referred to as ‘wellness washing.’ In this article, we’ll delve into what wellness washing is and how to avoid it.

What is Wellness Washing?

Wellness washing signifies a practice where companies superficially promote employee wellness without genuinely committing to it. It involves the appearance of prioritising employee wellbeing while often failing to provide meaningful support and solutions.

This trend is on the rise, as companies attempt to capitalise on the popularity of wellness programs without addressing the deeper issues affecting their workforce and company culture.

Think of putting on a one-off yoga class or pizza party and posting about it on the company’s LinkedIn page, to try and show how ‘forward-thinking’ and ‘fun’ you are as a company. All whilst the people participating are already stressed, maybe even reaching the burnout stage and thinking how this is not helping them get through an already mammoth workload, to get their manager off their back.

Worse still, imagine you’re forced to be back on-site full time, despite it not being strictly necessary and having proven yourself a capable remote worker during COVID. You’re paying through the nose and wasting two hours a day in traffic to get there and you’re expected to feel appreciative, or even excited about a greasy slice of pizza. Oh and smile for the camera? Er, no!

The Downsides of Wellness Washing:

• High Turnover Rates: A study cited by Bloomberg (2023) found that companies engaging in wellness washing have a higher employee turnover rate compared to those who genuinely invest in employee wellbeing. This is a clear indicator that employees can see through superficial wellness efforts and are more likely to seek employment elsewhere.
• Increased Stress and Burnout: Superficial wellness programs can actually exacerbate workplace stress and burnout, as employees may feel pressured to engage with token initiatives that do not address the root causes of their stress. It can even add to their stress by taking time away from a relentless workload that they would rather be working on.
• Negative Impact on Brand and Hiring Ability: A Glassdoor survey found that 77% of respondents consider a company’s culture before applying for a job there. 56% said company culture is more important than salary as it relates to job satisfaction. Given this was before the pandemic, it can be assumed these numbers have only risen since then. People care about culture and a half-hearted or superficial approach to wellbeing is not going to help recruit or retain staff and may even harm your brand in the process.

How to Truly Value and Care for Your Employees:

• Comprehensive Wellness Programs: Instead of superficial, one-off gestures, companies should invest in comprehensive wellness programs that address the holistic needs of employees all year round. These programs should include mental health support, access to healthcare, fitness and nutrition initiatives, and stress management resources.
• Encourage Work-Life Balance: The New York Times reports that employees value work-life balance as much as compensation. Encouraging flexible work hours, offering WFH options, and respecting personal time fosters a culture of caring.
• Listen: Ensure that employees have a regular means to express their concerns, ideas, and feedback. Remember, you have hired adult professionals. They are more likely than you to know what they need. So why not allow them to tell you and let your wellbeing action plan be driven from there?
• Foster a Culture of Wellbeing from the Top-Down: Company leaders play a critical role in fostering a positive culture and should live it by example. Leaders should demonstrate commitment to that culture by using PTO, leaving the office on time, displaying empathy for employee needs and participating in company wellbeing programmes themselves.

Wellness washing may be on the rise, but smart organisations recognise that a truly caring and supportive workplace culture is the key to long-term success.

Rather than simply paying lip service to employee wellbeing, companies should make a genuine commitment to fostering a healthy and caring environment.

By investing in comprehensive wellness programs, promoting work-life balance, facilitating open communication, offering career development opportunities, and fostering inclusivity, companies can ensure their employees feel truly valued and cared for. This should ultimately lead to a happier, more loyal and motivated workforce.