What’s Next for Workplace Wellness in 2025?

In recent years, we have learned the value of an integrated approach to workplace wellness and specifically mental health initiatives. We recognized that one size does not fit all, and with the rise of the hybrid work model, ensuring accessibility has become a contributing factor to the success of workplace wellness. Today, these challenges remain relevant and a priority for many. While new workplace wellness predictions are likely to emerge with the start of the New Year, studies suggest that mental health strategies and nonprogrammatic approaches to wellness will stay important well-being initiatives for the workforce in 2025.

Gallup identified workplace well-being as a top organizational priority for 2024, highlighting its growing importance among executives. Although workplace wellness efforts have increased, mental health and emotional well-being among U.S. adults remains low. Job stress is noted as a major contributor to the decline, according to Wellhub. Wellness benefits have been shown to improve employee engagement and well-being, but access to these programs remains a challenge for some. Wellhub’s research reveals that 79% of employees with access to wellness programs actively use them, demonstrating strong demand for such benefits. There is an understandable link between offering wellness programs and employees feeling valued by their organization. Looking ahead to 2025, employers will need to consider challenges such as worsening employee mental health, limited accessibility to wellness initiatives, and the importance of fostering a caring culture to enhance the effectiveness of their wellness programs.

Workplace wellness initiatives are designed to raise awareness, provide education, and encourage employees to adopt healthier lifestyles. Many organizations may already feel like they are doing everything they can—offering benefits, wellness challenges, fitness apps and classes, educational resources, screenings, and more—but it still may not be enough to drive results or make a meaningful impact.

So, what more can organizations do? Consider the ideas below when reviewing your wellness strategy for 2025.

Evaluate initiatives and resources. Evaluation and feedback are crucial to the ongoing success and development of wellness initiatives. Not only is it important to assess the outcomes of current offerings, but it is equally crucial to understand whether both the content and delivery are meaningful to employees. For example, as Gallup points out, Employee Assistance Programs (EAPs) are a helpful solution for some, but they are not always comprehensive. Furthermore, 31% of employees are unaware that their organization offers an EAP, and 81% have never used it. Reviewing initiatives and resources can provide deeper understanding of their value and impact, as well as provide opportunity to adjust based on findings. For support with developing a strategic plan that integrates collecting data and conducting evaluation into a wellness initiative, reference WELCOA’s 7 Benchmarks™.

Expand employee well-being strategies. The Global Wellness Institute reports that factors such as living wages, job protection, availability of sick and parental leave, access to childcare and healthcare, working conditions, worker burnout, and disengagement contribute to loneliness and decreased mental health. Instead of work being a primary driver of declining mental and emotional health, Gallup suggests that employers should help employees view work as one of the key ingredients of a meaningful life. To do this, embracing a comprehensive well-being strategy consisting of career, social, physical, financial, and community wellness initiatives is suggested. Consider utilizing the Six Dimensions of Wellness to support the design or enhancement of a wellness initiative.

The Global Wellness Institute provides examples of how some employers globally have shifted toward a more comprehensive and less programmatic approach to workplace wellness.

• Thoughtfully designed workspaces—Lighting, indoor air quality, thermal comfort, and biophilic elements all impact employee health and well-being. Enhancing these factors can help reduce stress and improve mental health.
• Limited work hours—Some organizations are setting limits on working hours, after-hours email usage, and weekly hours by implementing four-day work weeks and policies that encourage disconnecting, rest, and reducing work hours. This approach promotes work-life balance by encouraging employees to connect with others and engage in hobbies, exercise, and rest. It also reinforces trust, fostering the understanding that the hours worked will be productive, efficient, and of high quality.

Prioritize communication efforts. While a comprehensive communication strategy is a necessary and important part of wellness operating plans, it is most impactful to demonstrate care through authentic communication with employees. However, only 36% of employees report that their manager or supervisor has discussed their personal well-being, and just 29% report having such conversations with a co-worker. When employees feel their organization cares about their overall well-being, they are 4.4 times as likely to be engaged, 73% less likely to feel burned out, 53% less likely to be seeking a new job, and 50% more likely to be thriving in life overall, according to Gallup. Managers and supervisors can serve as the bridge between the employee and employer—By increasing the frequency of one-on-one conversations and creating a safe space for personal discussion while maintaining professionalism, they can make a significant impact. One-on-one conversations may also provide an opportunity to communicate wellness initiatives that could support the employee and their wellness needs.

Train leaders to support employee well-being. While managers and supervisors are uniquely positioned to bridge the gap between employees and employers, their impact on well-being policies and procedures can be lost without proper training to implement and sustain them. Obtaining leadership buy-in at all levels is crucial for employee wellness initiatives. However, according to Gallup, direct managers and supervisors are best positioned to understand employees’ specific needs, goals, and work-life situations. Improving workplace well-being—particularly mental health—begins with managers. Gallup highlights that well-run organizations train their leaders in the following areas:

• Management coaching: Implementing goal setting, ongoing feedback, and accountability with employees.
• Integrating wellness into the employee life cycle: Including recruitment, hiring, onboarding, performance, and development.
• Ensuring visibility and consistency of wellness initiatives: Integrating benefits and resources across all areas.

Additional training on available well-being benefits, resources, and referral processes will increase managers’ confidence and their likelihood of utilizing them. Research provided by the American Psychological Association (APA) shows that training managers in physical and mental health promoting practices increases their likelihood to lead by example, improves their attitudes toward well-being, and fosters a better workplace culture.

Consider technology. The introduction of artificial intelligence (AI) is exciting and challenging for organizations. AI offers potential benefits, such as creating more opportunities for workers with disabilities, increasing productivity, and improving accessibility—especially in relation to well-being initiatives. However, AI also creates additional stress and anxiety about job security for some employees. To support employee stress management, offering training, reskilling, and upskilling in AI can be a valuable addition to a comprehensive wellness strategy.

When employees feel supported and understood, they are more engaged, less likely to experience burnout, and more likely to thrive in both their professional and personal lives. Building a holistic, employee-centered wellness initiative is essential for organizations wanting to cultivate a healthier, more productive workforce.

Resources

WELCOA’s 7 Benchmark Toolkits and Resources

The Six Dimensions of Wellness

ABOUT THE CONTRIBUTOR ASHTON DEMOSS // Wellness Content & Information Specialist • IFEBP

Ashton DeMoss currently serves as a Wellness Content and Information Specialist at the International Foundation of Employee Benefit Plans, the partner organization of the Wellness Alliance. With extensive experience in the worksite wellness industry, she is passionate about promoting health and well-being in the workplace. To prioritize her personal wellness, she enjoys group exercise classes and participating in a monthly book club.