Despite HR faith in well-being programs, companies still miss the mark

While over 80% of decision-makers across the globe agree that well-being solutions improve employee health, retention, and absenteeism, a striking 51% say there's a disconnect between their companies' wellness offerings and how executives actually treat employees when it comes to well-being. This, according to a recent global survey of HR professionals, the Insurope Global Employee Benefits and Multinational Pooling Market Report.

For instance, companies may encourage employees to get annual wellness checks but simultaneously cultivate an environment where taking time off for these checks is frowned upon. This creates a paradox where employees feel guilty or anxious about participating in the very wellness programs meant to benefit them. Similarly, while stress management is promoted, the workplace environment may be inherently stressful due to unrealistic deadlines, lack of support, or poor management practices.

This can be challenging, especially for the human resources teams. While HR is promoting well-being on one hand, if the executive team is not living and breathing the practices, the programs will not be fully maximized. That's not just a gap, it's a gaping credibility issue.

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In response, forward-thinking organizations are investing in more comprehensive wellness programs to support employees' mental, physical and financial health. But the real differentiator? Whether a company just offers well-being on paper or lives it in practice.

Why well-being benefits go unused
Well-being programs are everywhere, yet stress and mental health struggles persist. Why? Because culture often trumps policy. Companies must ask themselves:

• Do we encourage mindfulness in an environment that causes chronic stress?
• Are we offering flexibility while rewarding those who never take a break?

If the answer is yes to either, it may be time to consider how to better embed well-being into your culture. If companies want real impact, it's not enough to "have a program." They must build a culture where well-being is expected, respected and protected.

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Here's what that looks like in practice:

• Leverage supportive policies: Make wellness benefits easy to access, without judgment or penalty. Many insurers in the Insurope Network report their well-being offerings are underutilized — not because they're ineffective, but because no one knows what's available or feels safe using them.
• Champion work-life boundaries: Encourage disconnecting after hours, and mean it.
• Communicate honestly and often: Create space for employees to speak up about how they're doing — and actually listen.
• Invest in growth: Recognize and reward employees, and give them clear paths to advance.

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Well-being is not a perk. It's essential for business.
According to the Insurope Survey, 65% of companies offer some type of wellness or mental health coverage (73% in the Americas, 56% in EMEA and 65% in APAC). And over 50% of HR professionals want to add more well-being programs. Why not make the best of them?

The cost of disengagement is too high emotionally, financially and culturally. In fact, the significant economic and emotional toll of low employee engagement highlights the urgent need for companies to align their well-being initiatives with their organizational culture. By doing so, they can create a more supportive and productive work environment, ultimately benefiting both employees and the company. True commitment to employee well-being is not just a corporate responsibility, but a critical driver of sustainable success.