This article looks at the effectiveness of workplace well-being programs in improving employee happiness and well-being. ​ The author highlights a study conducted by William Fleming, a researcher at the Wellbeing Research Centre at the University of Oxford, which found that most workplace interventions, such as virtual therapy and mindfulness programs, did not benefit employee well-being. ​However, one notable exception was volunteering, which positively correlated with improved workplace well-being. ​

Jennifer talks about how the root causes of poor well-being and chronic stress cannot be solved with workplace mindfulness guides alone. ​ She suggests implementing structural changes in the workplace, such as limiting work outside of typical hours, implementing a 4-day workweek, and incorporating mental health days. ​ Jennifer also advocates for finding time in the workday to prioritize employee health and reducing meeting fatigue. ​

The article also features insights from Ariela Safira, founder and CEO of Real, a mental wellness platform, who agrees with Fleming's conclusions. ​ Safira emphasizes the need for new care models that address the individual needs of today's people and workplaces. ​ She believes that simply offering more benefits without intention does not solve the problem of diminishing mental health in the workplace. ​

Overall, the article highlights the need for more intentional and innovative approaches to workplace well-being. It emphasizes the importance of addressing systemic issues that contribute to burnout and stress, rather than relying solely on individualistic improvements. Jennifer’s insights underscore the need for structural changes in the workplace to support employee well-being.

Read the complete article at the link below.