John Harrison

President and General Manager

This is a book I stumbled upon in the last few years and really enjoyed. As a big fan of improvisation, and how the need for it is ever-present in our lives, both personally and professionally, I found this book to be an easy read with impactful tips and tricks. Much of its value can be summarized in this image.

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Shelley Blouin

Group Vice President, Technology

This book teaches you to know yourself. To be a good leader, you need to recognize you are not necessarily good at everything. In fact, there are a ton of things you shouldn’t even try to do! Since reading this book, I’ve learned to focus on what I can bring to the table so I am my most authentic self, as well as what I should look for in others to round out my team. It truly changed my management style and how I approach things in other aspects of life. 

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Bruce Foyt

Vice President, Partnerships

This book is a pager turner and once I started reading, I couldn’t put it down. The author is a master in the art of negotiations and takes a methodical perspective that is simple enough to follow and understand, but also tied to real life examples that can be applied at work and in your personal life. Whether you are negotiating a high-profile business deal, buying a car, or handling everyday conflicts at work or home, this book will provide advice and assistance that can be easily applied to any situation.

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Andrea Herron

Vice President, HR

I co-wrote this book with my sister, and I’m recommending it not because it’s my own, but because I think it’s critical for us all to continue learning about mental health and how we can make it easier to talk about it in the workplace. While there has been a lot more discussion about mental health in the past few years, there is still a gap in knowledge when it comes to practical tools, tips, and examples for how to approach this topic in real life. Supporting employee mental health is foundational to a healthy and productive workplace, and this book provides tactical information and resources to have conversations more confidently and truly support the people working inside your organization.

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Christine Muldoon

Senior Vice President, Marketing and Strategy

I first came across this book as I was getting up to speed on menopause in preparation for our WebMD webinars on the topic, and it’s been invaluable to me professionally as we continue to bolster our WebMD offerings to women experiencing menopause. But it’s also been an amazing resource for me, personally, as I enter the menopausal years. The book teaches us that menopause is inevitable, but suffering through it is not! It covers what to expect—from changes in appearance and sleep patterns to neurological, musculoskeletal, psychological, and sexual issues—and contains a complete toolkit of ways to cope with common symptoms. The information is presented in a relatable, user-friendly format and offers a way for us to thrive, not just survive, in midlife.

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Melissa Voigt

Group Vice President, Customer Success

Atomic Habits is one of my favorite books. It provides a practical approach to building habits that last. The three key lessons I try to use in my own life are:

1. Small habits make a big difference.
2. Don’t focus on setting goals. Focus on setting up your systems.
3. Build identity-based habits.

I have continually used this system to make positive changes by focusing on setting up systems that will lead to a successful outcome. I’ve found it has helped me evolve my approach through all the seasons of life.

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Kara Williams

Vice President, Coaching and Operations

I have read many John Maxwell books over the years and have seen him speak in person a few times. He is always very motivating and informative. Leadershift has been valuable to me as a leader because it makes the point that our environments are ALWAYS changing—and just when you feel you are doing most things right and in a good place, something changes! As a leader, you must be willing and able to constantly make shifts or changes in yourself to keep up and be able to support your team. John Maxwell does a good job of breaking things down and making it make sense. Highly recommend! 

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Experience professional and personal transformation with these inspiring reads.

As we move forward into a new year full of challenges, struggles and successes, let these books be your guide as you navigate the uncharted waters of the modern workplace. You’ll find inspiration; you’ll gain insight; and you’ll come away with a better understanding of how to build a culture that makes your employees feel valued, respected and appreciated.

Happy reading!

It may seem a little early for New Year’s resolutions, but this is one you should start thinking about now: improving employee engagement by ensuring your employees feel valued and heard.

Engagement is the extent to which employees are emotionally, cognitively and behaviorally invested in their work. Engagement has the potential to impact nearly every aspect of your business, from revenue to retention to recruitment and more. That’s because employees who are more engaged in their work are likely to work harder and motivate others to do the same. They’re also more likely to enjoy better overall health and well-being.

Unfortunately, employee engagement has dropped to its lowest level in more than a decade. Recent data from Gallup suggests that employees increasingly feel detached from their employers; less role clarity; lower satisfaction with their organizations; disconnected from their company’s mission or purpose; and less confident that someone at work cares about them. 

The good news is that engagement is something that can be improved. But it does take time and a concerted effort to move the needle.

Top 3 Employee Engagement Tips for 2025.

As you start thinking about your employee engagement approach for 2025, keep these three tips in mind as we view these as essential elements to promoting better communication, transparency and recognition in the workplace, ultimately creating a winning culture.

Lack of leadership buy-in is the #1 barrier to a successful employee engagement initiative.

Employee engagement starts at the top and sets the tone for everyone else. When leadership openly supports engagement efforts, employees will feel that engagement activities (like participating in surveys and giving feedback) are worth their time. So once you’ve determined your employee engagement strategy, it’s critical to gain leadership buy-in and ensure your goals align with business objectives. Be ready to justify the financial and time investment required to improve employee engagement by presenting the known benefits: increased profitability, improved retention and the ability to attract higher quality employees.

Measurement is a must.

As with most things we aim to improve, we won’t know if we’re making progress unless we have something to measure our progress against. When it comes to employee engagement, conducting a baseline survey will give you the data you need to assess the current state of engagement, and identify areas for improvement. Repeating that same survey (or at least certain questions) over time will allow you to see where you’re succeeding and what still needs attention.

Surveys on their own can’t improve employee engagement—the key is how you use the results to create meaningful change.

One of the biggest mistakes companies who conduct engagement surveys make is not following up on the results. When you ask for employee feedback, you need to be prepared to act on it. At the conclusion of a survey, make sure to communicate to employees that their feedback has been heard and share the actions you will take to respond to it.

Ensure Your Employees Feel Valued and Heard with TINYpulse by WebMD Health Services.

TINYpulse by WebMD Health Services is an innovative employee feedback and engagement software solution that can help you put these three tips into action. We empower companies globally to not only measure but also enhance company culture, boost employee retention, and elevate performance by ensuring you are listening to your people. To learn more about how TINYpulse can help your organization increase engagement and prioritize the well-being and success of every individual in your organization, check out these resources or contact us at connect@webmd.net.

Why it’s important for employees to hear from leaders about workplace well-being.

Employees who feel connected and cared for at work are more engaged and satisfied with their jobs. According to Gallup, companies with high employee engagement are also 21 percent more profitable. By connecting with your employees, you can build trust, increase engagement and drive innovation.

But sometimes, employees believe well-being programs exist only to benefit the company and lower costs. This can make them feel jaded and lead to feelings of resentment. By hearing directly from an executive who is engaged in a well-being program, you can start to dismantle these negative beliefs and help your employees understand that you are invested in their health.

How leaders can support workplace well-being.

Here are seven ways leaders can champion their corporate well-being programs and proudly wave the well-being flag:

1. Lead by example.

It’s important not just to talk about your well-being program but to participate in the program. If you’re engaged in your well-being program, it will be much easier to convince your staff that you believe in your well-being program and its ability to help your employees reach their goals.

2. Share your story.

When speaking about your well-being program, be specific and share the resources you use and enjoy. Describe what programs you use and how they help you achieve your goals.

3. Be vulnerable.

Share the struggles you have around health and well-being. Sending a simple reminder that we’re all human beings with emotions, feelings and struggles can help build trust in your organization.

4. Use quantitative data.

Let your employees know how many of their co-workers are engaged in your well-being program, share statistics from your well-being challenges and highlight employees who are engaged in the program.

5. Encourage a culture of well-being.

Support your employees when they take advantage of well-being benefits, whether that’s using vacation time, getting a health screening or participating in a well-being challenge.

6. Branch out.

You need support from managers throughout the company to help the program succeed. Make it easy for them. Send special invitations to health and wellness events. Offer simple activities they can use to demonstrate to their departments that they’re involved, such as fun competitions with other departments. Send them department-specific messages they can share with their groups either in person or via email. In a focus group conducted by WebMD with a diverse employer, participants shared their desire to hear things verbally from their manager.

7. Listen to your staff.

Give your employees opportunities to provide feedback about your well-being program and work with managers and other leaders to implement this feedback.

Leadership talking points to promote employee well-being.

Looking for more ways to encourage a culture of well-being in your workplace? Check out these leadership talking points:

• “You should always make time to nurture your well-being. Not only can it help you feel your best, but it can also help you live a longer, healthier and happier life. That’s why I’m excited to announce [PROGRAM NAME], a well-being program and employee benefit from [VENDOR NAME].”
• “Just like everyone, sometimes I struggle with keeping up with healthy habits. But with [PROGRAM NAME], I know I can get a little extra motivation from health coaches, my co-workers and a community of support, whenever I need it.”
• “I want all of our employees to live fulfilling lives and I believe [PROGRAM NAME] can help. I enjoy our well-being program because it keeps me motivated and it makes it easy to connect with our fellow co-workers.”
• “[PROGRAM NAME] has helped me live a healthier life and I’m proud to work for a company that prioritizes our employees’ well-being. Through [PROGRAM NAME], I’ve become more intentional with how I approach my health; I’ve started to prioritize well-being and I feel more connected to my co-workers. I want all of our employees to participate in [PROGRAM NAME] and experience all the benefits I’ve noticed since registering.”
• “What I really appreciate about [PROGRAM NAME] is the holistic approach to health. Well-being is so much more than physical health and through our well-being program, I’ve learned how to prioritize my emotional and social well-being. [PROGRAM NAME] has also helped me focus on gratitude and connecting with our co-workers. I’ve had such a great experience, and I hope all of you join me on the portal.”

Start your journey toward creating a culture of well-being with WebMD Health Services.

WebMD Health Services is on a mission to help companies truly care for their employees while also impacting business results. If you need help learning how to create a culture of well-being at your workplace, visit our website or contact us at connect@webmd.net.

The Benefits of Wellness Challenges in the Workplace

A good way to spur engagement and increase employee connection is to hold a wellness challenge. Wellness challenges are events that focus on specific areas of well-being for dedicated periods of time and can be done individually or as part of a team. The challenge can center around any aspect of well-being—from physical health to mental health to social justice and the environment. At WebMD Health Services, our popular challenges among clients include steps, water intake, increasing fruit and vegetable consumption, and gratitude challenges.

Here are seven ways company wellness challenges improve employee health and well-being and benefit the organization.

1. Corporate wellness challenges bring employees from different parts of the organization together.

When everyone was in the office, we got to see coworkers from other departments in the hallway or cafeteria. Now, with so many people working remotely, it’s hard to keep up with those “weak ties.” A team wellness challenge with members from different cross-functional groups helps employees rekindle relationships with people beyond their immediate team and may even foster new relationships

2. A challenge is a great way to keep employees connected to the organization’s mission.

Employees—especially those in younger generations—want to feel that their work has meaning and is about something bigger than themselves. It’s an important aspect of feeling engaged with an organization, and it impacts retention rates. A wellness challenge that ties to either your corporate mission or a cause the organization cares about reminds employees why they chose to be a part of your company. Recently, we have seen wellness challenges focused on social justice, climate change, and sustainability.

3. Hosting wellness challenges demonstrates your commitment to a culture of well-being.

People are becoming more selective about the kind of employer they want to work for and are choosing jobs based on more than just pay or the role. They want to work for employers who truly care about their health and well-being. Regular wellness challenges show prospective employees that well-being is an organizational priority.

4. Workplace wellness challenges boost social connections among employees.

Remote and asynchronous work has only exacerbated the loneliness and lack of social connections many Americans experienced before the pandemic. Wellness challenges give people a reason to stay connected to their colleagues as they track their individual or team progress. As a participant in our client SummaCare’s challenge relates: “I had one teammate, Dawne, who consistently checked on the entire team every day, asking if we entered our steps, keeping us informed of where we were with our competitors and just encouraging us every day.”

5. You can increase overall engagement with your well-being program.

A wellness challenge is a great way to reap the value of your investment in a well-being program by exposing participants to all the resources it offers. For example, when participants log on to record their steps or water intake, they’ll see other programs that might be helpful to them. Or, they may start a conversation with a health coach to learn how to keep the momentum going after the challenge ends.

6. Wellness challenges provide the ongoing motivation and accountability people need to achieve health goals.

The saying “it takes a village” applies to well-being, too. Joining others in a wellness challenge keeps us motivated and accountable to our goals—whether that’s walking more, drinking more water, or taking time to meditate. Some wellness challenge teams stay together long after the challenge ends to continue benefitting from the group’s support.

7. Employees who participate in workplace wellness challenges often see improved quality of life.

Wellness challenges have something for everyone. For example, new exercisers can start a healthy habit in a non-threatening, fun way; regular exercisers can mentor team members and enjoy the mental health benefits of giving back to others. Bonds between coworkers might even get stronger—and we know that better work relationships help reduce stress and increase overall productivity. Finally, wellness challenges that get people outside offer the stress-busting and mood-boosting effects of spending time in nature.

Whether they’re part of your well-being program or a standalone activity, corporate wellness challenges are a great way to give employees the structure and support to achieve their personal well-being goals. Read on for our top wellness and fitness challenge ideas for the workplace.

Ideas for employee fitness challenges.

Fitness challenges are incredibly popular right now. They can help employees who have become more sedentary jumpstart a routine and provide ongoing motivation and encouragement for regular exercisers. Here are a few fitness challenge ideas:

Hiking.

If you’re an outdoorsy type of company and have access to some good terrain, host a hiking challenge. It’s best to hold this challenge over a longer period so employees have enough time to complete it. Some of our clients have created incredible hiking challenges for their populations, complete with a full list of local places to hike with varied levels of difficulty and trail lengths. With more options to pick from, more employees can participate at a level that works for their individual lifestyles and health goals.

Lunchtime stroll.

Get employees walking during lunchtime. This works for both in-office and remote employees. This option can also be great for individual teams to start as well. Leadership can encourage managers and coworkers to tally the most walking meetings or lunch breaks to encourage people to step away, get some fresh air, and come back relaxed and motivated.

Office fitness ideas.

For organizations that are 100% in-person, you might host a stairs challenge, where employees tally the number of times they use the stairs at work versus the elevator. A get up and move challenge encourages employees to get up from their workspaces and move for a few minutes every hour. Stretch break challenges are also a fun way to get people to stand and stretch throughout the day or during long meetings. For more physical challenges, consider:

• Squatting or planking. Have employees commit to doing a certain number of squats or time spent holding a plank. I love a good wall squat during the start of a meeting!
• Strength workouts. Ask people to tally the number of strength workouts they do per week. Of course, core workouts count here, too!
• Take advantage of warmer weather and summer vacations to host a swim challenge. Employees can complete at home, in an ocean or lake, or at a fitness center.
• Workout streak. Ask employees to record the number of days in a row they’ve done some sort of workout—whether it’s cardio, yoga, or even stretching.

Ideas for team wellness challenges.

Hosting a team-based challenge is a fun way to boost morale and employee engagement, connect people from different parts of the organization, and get some healthy rivalry going. What’s great is that technology makes it possible for people from different geographic locations to compete on the same team—so someone in Boston could be virtually tallying steps alongside someone in Hawaii. Here are some group health challenge ideas that work well for dispersed teams.

Walking.

Steps challenges, like our Invitational Team Steps Challenge, allow participants to compete in small groups to tally the most steps per week. These are always a hit for both our own staff and our clients. In fact, we even hosted the Invitational twice this year to help our teams get outside, get social, and engage in a little good-natured competition.

Steps challenges work well for all fitness levels and departments within an organization. Employees can use their own pedometers, steps-tracking app, or exercise converter—like switching biking mileage to steps walked—to record their progress. As many of our clients have discovered, a steps challenge is a great way to give people in different business units or offices the chance to connect and compete together.

Nutrition.

What we eat not only affects our physical and mental health, but impacts our planet, too. Examples of healthy eating challenges include a clean-eating challenge where participants pledge to eat only whole foods for a certain amount of time, or a plant-based eating challenge where employees log the number of plant-based meals they eat for a month. Host a healthy lunch competition where employees note the number of healthy lunches brought from home. Get folks to up their produce intake by recording the number of fruits and vegetables they eat.

Volunteerism.

Studies show that when employees participate in volunteer or workplace giving programs, they not only give back to the community, but are also more likely to feel committed to their company.¹ So why not create a challenge to log the greatest number of volunteer hours or donated items, like a clothing or food drive? Doing these activities together also boosts social connection, which we know is critical to our well-being.

Social justice.

One of our clients recently combined social justice with a four-week steps challenge. They encouraged participants to get their steps in by taking a digital cross-country journey to important locations in the racial justice movement. When they virtually reached each area, they received a link to a podcast from the client’s “Racial and Social Justice Action Toolkit,” where they got to learn more about the significance and impact that area had on the social justice movement. It was extremely successful, and they plan on doing another theme-based challenge later.

Ideas for individual wellness challenges.

Sometimes it’s just not feasible to run a team-based challenge. And, if you host multiple challenges during the year, you’ll want to have a mix of team and individual events. Check out these ways employees can focus on individual behaviors that lead to better health. Note: Many of these individual challenges are also more inclusive and accessible to people of all abilities.

Hydration.

The benefits of drinking water are well-known, yet many of us still don’t drink enough. Tracking water intake is a great personal challenge that’s easy to record and reward, and works well for remote workers. For those in the office, make it fun by posting signs directing people to the water cooler, or give everyone—remote workers included—a reusable water bottle to kick off the challenge.

Meditation and mindfulness.

Many of us are reluctant to start a meditation practice or don’t think we have the time, so hosting a meditation challenge is a way to encourage people to try it out and see if it benefits them. Provide access to meditation sessions via your well-being program or an app, and reward employees for achieving a certain number of meditation minutes or sessions per week.

Sleep.

Experts say one of the most important things we can do for our health is to get more sleep. In a sleep challenge, employees log the number of hours they sleep each night and try to achieve a specific goal. For example, if they typically average about five or six hours a night, their goal might be to sleep for seven hours. Combine the challenge with education around good sleep hygiene and how to create a sleep ritual to kickstart more healthy sleep patterns.

Social connectedness.

Keeping coworkers connected when some are in the office and others work remotely isn’t easy. Challenges that get people to have more interactions with colleagues can help. For example, you could have people tally the number of coworker connections they have over a certain period. This could include things like virtual water cooler chats, meet-ups after work, participating in a virtual bingo or trivia event.

Gratitude.

Psychologists have documented the positive effects of practicing gratitude on our emotional and physical health. Give everyone a small notebook at the beginning of the challenge and ask folks to record the things they’re grateful for. At the end of the challenge, you could create a gratitude wall—in-person or virtual—that allows participants to share entries if they want to.

Financial wellness.

Worrying about finances causes stress and can even make us sick. Get employees more engaged with your financial wellness program by creating a challenge that rewards people for attending a workshop, completing online education courses, or meeting with a financial advisor. Given our current environment, this type of challenge may be more popular than you think!

Acts of kindness.

Scientists have found that practicing random acts of kindness can actually reduce stress, boost our immune systems, and help reduce negative emotions such as anger, anxiety, and depression.² Have employees record the acts of kindness they perform over a month. For example, our employees share photos in a chat channel proving their act of kindness—adding a book to a little library, paying for the coffee or meal for someone behind them in line, picking up trash at a local park, donating to a food bank, volunteering at an animal shelter, things like that. You could also weave in self-care, which is perhaps the most important act of kindness!

Sustainability.

Challenges that focus on eco-sustainability are popular right now. For example, focus on reducing plastic consumption by not using plastic wrap or purchasing plastic water bottles. Encourage walking or biking to work or to do errands. Create a challenge around recycling or composting. Get people to eat locally by visiting farmers’ markets and posting the snacks or meals they make with their local foods. All of these activities can be tallied and rewarded with a small token, like a reusable shopping bag or water bottle.

For companies who want to help employees focus on their well-being and improve engagement and employee connection at the same time, workplace fitness and wellness challenges are a great idea. If you’d like some help setting up your next wellness challenge, visit our website or contact us at connect@webmd.net.

We know from our own research that Gen Z is faring the worst of all the generations when it comes to mental health, social well-being, financial well-being and a positive employee experience.

So, it’s critical to address these well-being needs with programs to support mental health, financial wellness, and social connectedness in the short-term.

But what is it about this generation that we need to pay special attention to as we consider what well-being programs will look like in the next few years?

They expect employers to be involved in less traditional aspects of well-being.

Members of older generations may view the recent expansion of well-being to include more holistic offerings as “nice-to-have” benefits. Not so for younger generations. These employees expect employers to be involved in their lives outside of the workday. They want programs to help with mental and emotional health, financial wellness, flexible work, time off to volunteer, and onsite daycare and fitness centers.

They want to work for a company that supports the causes they care about.

Younger generations are known for being passionate about climate change, social justice, and diversity and inclusion. They’re also more community-oriented and empathetic to others’ unique experiences—which means they may be more inclined to work for a company that supports diversity and broader social causes. Our research indicates that this could translate into expectations for things like pain medication addiction support, LGBTQ resources, and caregiver support.

They want to be able to access well-being and benefits information quickly.

Digital natives, members of Gen Z have grown up with information at their fingertips, so they like it when things are quick and convenient. If they have to dig deep to find information on well-being programs, they are likely to just give up before they even begin. Organizations must make sure their well-being benefits are easy to find, regularly promoted, and easy to use.

They will require more than a traditional EAP.

The pandemic has thrust EAPs into the spotlight as employees seek more support for mental health. For younger generations, though, the EAP may not be enough. We feel there are other programs that organizations should offer that will resonate more with younger generations. These include meditation apps, resilience training, educational workshops to reduce mental health stigmas in the workplace, mental health coaching, and mental and emotional health podcasts.

The good news? If you offer it, they will use it.

Younger generations are more likely than any other generation to actually use the well-being benefits you provide. For example, having grown up with elevated levels of anxiety and stress, Gen Z employees don’t feel the same type of stigma when it comes to mental health. They are more open to talking about these issues and seeking help when they need it.

Nearly 75% of Gen Z college students will graduate with student loan debt, so they are also extremely likely to take advantage of benefits like student loan repayment programs and financial wellness education.

When it comes to caregiving, this generation has witnessed firsthand their “sandwich generation” Gen X parents simultaneously caring for children and older relatives. It’s no surprise then that 64% of Gen Z respondents in our study indicated that employers should offer caregiving benefits, and will probably use them when the time comes for them to need these programs, too.

While younger generations may seem demanding, it’s not that they want more when it comes to well-being—it’s that they actually need more. If your organization is actively recruiting younger employees, it’s time to think about how you will address their unique well-being needs. Given the correlation between healthy, engaged employees and the bottom line, it will be time well-spent.

Burnout is real for women.

A Women in the Workplace study conducted by McKinsey found that “women are even more burned out now than they were a year ago, and burnout is escalating much faster among women than among men.” And in our own study, 56% of women said they sometimes or always feel lonely or isolated, compared to 44% of men.

Women experiencing burnout report feeling anxious and depressed, having trouble sleeping and concentrating, feeling like they can’t make decisions or plan for the future, or maintaining healthy eating habits. They’re also more likely to put others’ needs ahead of their own self-care. This is important, considering that women and men differ greatly on the importance of emotional well-being. According to our study, women value emotional health as the top area of well-being.

Layered onto an already burned-out female workforce is the ongoing childcare shortage.

A recent Forbes article noted that according to the U.S. Bureau of Labor Statistics, as many as 100,000 Americans have been forced to stay home from work each month because of child care problems. Another article further notes that as parents struggle to find care for their children, the responsibility of staying home more often falls on the mother. And according to a study we recently conducted, caregivers report higher feelings of loneliness compared to non-caregivers (54% vs. 48%).

And so it’s no wonder that women may feel their only options are to reduce hours, change jobs, or quit altogether.

The risks of not supporting women in the workplace.

Aside from the cost to fill roles that women have left, which can be anywhere from 20 to 200% of their salary, an exodus of women from the workplace will likely have a severe impact on business health because:

• People of different genders naturally bring a diversity of opinions and perspectives to the organization, leading to greater creativity and innovation.
• Research has shown that gender-diverse teams have higher sales and profits compared to male-dominated teams.
• Women possess essential leadership capabilities, like collaboration, problem-solving, communication, critical thinking, and the ability to network.
• A higher percentage of women in the workplace has been correlated with increased job satisfaction, a positive organizational culture, more meaningful work, and less burnout.¹
• When women leave, the organization loses critical institutional knowledge.

How can employers help women in the workplace?

There’s certainly no easy fix to the challenges that working women face. But, a combination of support for women’s health and wellness and a reexamination of corporate policies can help. Here are some ideas to consider.

Greater flexibility and time off.

The standard nine-to-five, 40-hour workweek made sense when only one person in a household was working. But, now that nearly 77% of women participate in the workforce, it’s clear that they need more flexibility in when, where, and how they work. Some workplace policies to consider adding include:

• Alternative schedules that allow a later start or early departure to better align with the school day.
• Hybrid or remote work. One note of caution: as women may be more inclined to take advantage of remote work, it’s critical to ensure that they are treated the same as in-office workers regarding promotions, work assignments, compensation, and exposure to senior leaders.
• Four-day workweeks. Some organizations have recently piloted experiments with this way of working, so it’s a great time to test and see if it works for your company as well.
• Job-sharing roles that split the workweek between two people.
• Unlimited time off. It seems radical, but many companies are adopting this approach as a retention strategy. A recent Mercer survey found that 20% of the 405 responding organizations offered unlimited PTO to at least some employees in 2021, up significantly from 14% of respondents in both 2015 and 2018. If you choose to provide this benefit, make sure it’s treated in a way that encourages people to actually use it. For example, set a minimum requirement that people must take per year—say, 20 days a year minimum, for example.
• Allow time for well-being activities during the workday. Don’t force employees to squeeze stress-reduction activities into their already limited free time. Increase engagement by allowing 30 minutes or more each day to do something of their choice, such as exercising, meditating, reading a book or calling a friend. It’s a great way for employees to take a mandated break.

More women’s mental health resources.

Both men and women experience mental health issues. But, the complex nature of women’s roles as mothers and caregivers, persistent gender stereotypes, and a biological predisposition to certain mental health conditions make it imperative that women receive additional mental health support in the workplace.² So, in addition to the cultural work of reducing the stigma around mental health, companies should offer support through:

• Free Employee Assistance Program (EAP) counseling sessions, including telehealth visits.
• Access to mindfulness/meditation tools.
• Mental health days or even a mental health hour during the workday.
• Stress reduction and resilience tools.

Generous caregiving leave policies.

The U.S. is the only industrialized country that does not have a mandatory, federal paid parental leave program. While some states do mandate it, and federal government employees are entitled to 12 weeks of leave, it’s generally up to private employers to provide this kind of benefit for new moms and dads. Offering paid time off for both parents to bond with a child during that all-important first year can lead to greater retention of women, a more equal distribution of childcare in the family, and better mental health for both parents.

Leave policies are also necessary for those caring for older relatives, which—more often than not—are women. A Caregiving in the U.S. 2020 report by the National Alliance for Caregiving (NAC) and the AARP Public Policy Institute found that the majority of caregivers (61%) are still female. So, time off to attend doctor appointments, provide care after a relative’s medical procedure, or even flexibility in their schedule to check in on older family members can help.

Return-to-work support for new mothers.

Supporting new mothers as they return to work is critical to their well-being. According to Employee Benefit News, 50% of new moms who return to work will seek a new job offering more family-friendly benefits, often at lower pay, if they don’t feel supported.

Some helpful programs to consider adding include:

• Phased re-entry to work—staging a return to work with an increasing number of days worked each week can offer a sleep-deprived new mom a more gentle reintroduction and increase retention.
• Breastfeeding support—dedicated spaces where breastfeeding moms can pump, and milk shipping services that allow breastfeeding women to ship milk back home when they must travel for work. Women must also feel comfortable and supported taking time away from their job to pump breast milk.
• Maternal health programs—education is typically focused on the gestational part of pregnancy, but the post-partum experience is important, too, especially for warding off common conditions like post-partum depression. Check with your health plan or EAP vendors to see if they offer special support for post-partum women.

Also, remember to take an honest look at your company culture. Company culture should value caregiving as an important part of life—not something that needs to be “balanced” with work. Ensure your culture supports the actual taking of leave, especially for moms.

Childcare/elder care support.

A study we recently conducted showed that men and women reported being caregivers at nearly identical rates: 44% for women and 43% for men. However, additional results show the burden is often much heavier for women. Even before the current childcare shortage, finding quality, reliable daycare for children was a challenge—not to mention a huge expense for parents. Employers can make it easier by providing:

• Onsite childcare
• Childcare subsidies
• Back-up care for the times when regular childcare falls through, or a child is unwell and not able to attend daycare or school
• Help locating elder care or daycare centers through an EAP

One interesting idea is to tailor childcare benefits for different employee segments, such as parents with children younger than 5, parents with school-age children, or people caring for elderly and chronically ill persons.

Help with finances.

A study we conducted found that women are more stressed about finances than men. In particular:

• Over 40% of women feel dissatisfied with their financial wellness versus 31% of men.
• 53% of women are concerned with paying off debt like student loans and credit cards versus 37% of men.
• 45% of women versus 31% of men say their caregiving status has a negative impact on their financial wellness.

Whether it’s due to the pay gap, taking time off for childbearing or childcare, or because they’ve opted out of the workforce to care for aging parents or older spouses, women need financial wellness support. Access to basic financial skills and education, such as budgeting, establishing an emergency fund, and paying off debt can help. In addition, subsidized childcare and more parental leave can prevent women from leaving the workforce and suffering further financial setbacks.

Supportive leadership.

Active and visible leadership support is a huge factor in reducing stress on the job for women. Unless leaders themselves model flexible work practices, talk about their own well-being practices and how they take care of their mental health, and set boundaries for work and life, women will not feel they have permission to do so in their own lives.²

A community for women in the workplace.

Workplace Employee Resource Groups (ERGs) focus on the needs of specific segments of the employee population. If you don’t already have an ERG for women in your company, consider starting one as a way for women to find a supportive community and to advocate for better policies and benefits. Also, consider mentor programs that pair women with more senior female leaders as well as groups on workplace social media and Slack channels where women can connect.

Reproductive healthcare support.

Increasingly, women want to work for companies that will support them with family building, including fertility assistance, and adoption and surrogacy reimbursement. This is particularly important to the largest sector of the workforce, millennials, who are now in their childbearing years, as well as those in same-sex relationships. They are also looking for medical plans that support women’s reproductive health, including coverage for pregnancy, childbirth, and post-partum care without the high deductibles, co-pays, or out-of-pocket costs that some health plans feature. And, with the constitutional right to obtain an abortion eliminated, employers may look to add benefits to reimburse women who must travel out-of-state to receive care.

Some final thoughts on how to support women’s well-being in the workplace.

In summary, today’s women want to work for employers who acknowledge their unique female workplace issues and, in turn, offer flexibility, supportive leave benefits, assistance with childbearing and caregiving, financial wellness programs tailored to women, and mental health benefits. The bottom line is that when women feel supported, they’ll be more likely to stay with the organization and be positive ambassadors that attract future generations of women to your workforce.

The Empower theme is to “connect, collaborate and create.” Our goal is to continue to provide an intimate event where our clients have every opportunity to learn from their peers, interact with WebMD team members and interact with our vendor partners–in an environment that is conducive to well-being.

Our goal this year was to infuse as much well-being into the day as possible.

We began each day with an optional sunrise yoga class taught by a WebMD Health Coach and one of our clients, guided runs and walks, as well as afternoon activities that included biking, pickleball or relaxing by the pool or beach. Our vendor partners also offered health screenings and the chance to partake in moments of well-being. (A big thank you to: eHealthScreenings, Enrich, Fern Health, Togetherall and Lifespeak.)

We kicked off the event learning about Ubuntu with Shola Richards.

Perhaps the highlight of Empower was our inspiring keynote speaker, Shola Richards. Shola is a passionate, engaging presenter who helps organizations build compassion, competence and accountability in the workplace. He taught us the concept of “Ubuntu,” an African word that means “I am because we are.” He is a firm believer in the notion that if you want to go fast, go alone; but if you want to go far, then go together. You can learn more about Shola’s work here.

The Center for Research shed light on the employee experience and well-being.

Our Center for Research revealed new data on how employees are feeling about work; diversity, equity, inclusion and belonging (DEI&B); well-being; and burnout. We’ll be sharing much more about this important research in the coming months, but here are a few nuggets:

• Burnout rates have risen from 2022 to 2024​—most dramatically for Gen X employees.
• Interestingly, low burnout does not equate to high well-being or a positive employee experience—so we can’t just assume that if employees aren’t burned out, they’re thriving.​
• Emotional engagement and organizational care were low across all age groups.​ This checks with other studies that have highlighted low engagement numbers and the employee perception that employers don’t care about them.
• All age groups reported low feelings of psychological safety and lack of comfort voicing opinions.
• Financial well-being is low across all generations.

After the presentation, clients participated in SWOT (strengths, weaknesses, opportunities, threats) workshops led by the Center for Research. They walked away with tangible insights on specific challenges their organization was facing, including mental health, women’s health, and how to be an organization of care.

As one client shared, “It was validating to be a part of the session I was in and know that many others had similar areas to improve. It was nice to be able to share some of where I felt we excelled in the space and discuss areas for improvement. Excited to hear about what learnings come out of all of these.”

Other highlights of the event included:

• A business update on how we are “Better Together” with our acquisition of Limeade, and how we are strategically layering value through technology, services with curated partners, and a human-centric focus through coaching and Dedicated Well-Being Services.
• A product innovation session describing how we are increasing program awareness, evolving the participant experience, optimizing our human services and investing in solutions to meet the needs of client business and well-being strategies, while enhancing back-end data and reporting strategies.
• A fireside chat featuring two clients—Marathon Petroleum Corporation and Illinois Tool Works—who are transforming health through Dedicated Well-Being Services, wellness champions and support from leadership.
• A client story-Fiserv shared how they have focused on infusing well-being within their organization through various tactics. This was an energizing, engaging and motivating presentation sharing practical tips for clients to bring back to their organizations.

Here’s what our clients had to say about Empower…

“I am grateful for this opportunity and incredibly appreciative of the teams that worked diligently to put this event together for us to connect, learn and even rest. The care and commitment that was put into Empower was evident in every speaker, event, and interaction, and I am thoroughly impressed by WebMD’s dedication to improving the health of a global community.”

“This was the best event I’ve been to, not just WebMD, but any event. It was very organized and well thought out. I loved the balance of “think tank” time and “mental health” time, from the 6:00 a.m. walk on the beach to the different sessions, to the yoga moments, etc. The workshops after lunch were a great idea…no time to get the after lunch sleepies!”

We hold Empower a client-only forums each year in unique, amazing locations. Be sure to join us next time to soak in the latest and greatest thinking about well-being, be inspired by your peers, and take time for yourself to relax and be well.

The importance of social connections in the workplace

Loneliness, isolation and alienation are on the rise. U.S. Surgeon General, Dr. Vivek Murthy, has characterized loneliness as an epidemic and released an advisory on the issue because of the importance of social connections for individual and societal health and well-being.

The problem of loneliness is also spilling over into the workplace. Even before the pandemic, Cigna conducted a study on loneliness and found that 1 in 3 people reported feeling a general sense of emptiness (35%) or disconnection from others (37%) when they are at work; 39% felt the need to hide their true self when at work.

The data is alarming because of the impact it has on not only individuals, but the organization as a whole. Workplaces with a strong culture of connection and belonging generally see greater engagement, productivity and worker well-being.

How social connections change the workplace dynamic

The pandemic proved that many types of work can be done remotely, and scores of organizations continue to offer fully remote or hybrid work arrangements to employees. And while the lack of a commute has given workers more time in the day and more flexibility, it has come at a cost: many say bonds between co-workers have weakened and the quality of relationships at work has suffered. Not surprisingly, lonely employees are more likely to be disengaged and feel burned out. They are not as motivated to be productive and go the extra mile.

The impact of social relationships in the workplace

Relationships are critical to our sense of connection and belonging at work and are one of the foundational elements of a successful organization.

• The Gallup Organization routinely measures the impact of social relationships in the workplace via its “best friend at work” proxy. Gallup maintains that having a best friend at work is strongly linked to employee engagement and job success. Employees who have a best friend at work are significantly more likely to engage customers and internal partners, get more done in less time, innovate and share ideas, and have fun at work.¹
• A Society for Human Resources Management (SHRM) report, Loneliness and the Power of Casual Collisions, found that compared to onsite and hybrid workers, remote employees report they less often consider their co-workers to be friends. And, according to SHRM, when workplace loneliness becomes chronic, it diminishes performance and commitment.
• A 2023 Workplace Romance & Relationships Survey conducted by SHRM found that organizations that encourage friendships may have a competitive edge: increased retention rates. The study also found that workers with close friends at work are more likely to say they feel a strong sense of belonging at work (80%) and report more satisfaction with work (86%).

The connection between social interaction and employee well-being

Dr. Murthy has written extensively about the impacts of a lack of social connection on our health and well-being. He points to numerous adverse physical outcomes like a greater risk of cardiovascular disease, dementia, stroke, and premature death. One of his most eye-opening and oft-cited remarks is that a lack of social connection can increase our risk for premature death as much as smoking up to 15 cigarettes a day.

There are also mental health implications of poor social connections. Studies conducted by Stanford University found that people who feel more connected to others have lower levels of anxiety and depression. There is also evidence that these people have “higher self-esteem, greater empathy for others, are more trusting and cooperative and, as a consequence, others are more open to trusting and cooperating with them.” As the article states, “social connectedness generates a positive feedback loop of social, emotional and physical well-being.”²

All of this reinforces the notion that employees who are more socially connected not only reap the benefits of this increased connection themselves, but employers also enjoy the benefits of a healthier, more collaborative and engaged workforce.

Creating a healthy organizational culture

There are numerous ways to create a more connected work environment. From engaging leadership to being intentional about bringing employees together in a meaningful way, you can create an environment where employees feel they matter to one another and the organization.

The role of leaders in fostering meaningful connections

Leaders play a critical role in increasing social connections among employees. It is their task to make social connection a strategic priority from the top down. Modeling pro-social behaviors themselves, promoting stress awareness, openly communicating, and sponsoring and participating in activities that foster social connections, can help leaders create a culture of meaningful connection.

Strategies for promoting social engagement

• Schedule days/times when everyone is required to be in the office to allow for more collaboration and connection. Ensure that there are opportunities for meaningful engagement by scheduling team-building activities on those days.
• Create effective communication with hybrid and remote workers. Use technology like Slack, Microsoft Teams and other tools to provide a platform for people to easily connect.
• Educate employees about the importance of social connection for workplace well-being, health, productivity, performance and retention. Allowing people to bring their authentic selves to work is also critical.
• Encourage activities that allow people to connect with one another as whole people, not just in terms of the role they play at work. These could include coffee meet-ups, after-work events, or volunteering activities.
• Increase representation from cross-functional areas on projects to broaden employees’ exposure to co-workers beyond their teams.
• Don’t neglect mentorship. Pairing colleagues with those who have more experience is a great way to foster connection and help workers increase their network of co-workers and friends.
• Allow employees to maintain connections outside of work by respecting boundaries between work and non-work time, honoring caregiving responsibilities, and supporting hobbies.

Benefits of social connections among employees

There are many benefits of increasing social connections among employees.

• Productivity: Employees who feel connected to their colleagues are more likely to work well together and be productive.
• Turnover: Connected employees are more loyal and less likely to quit, helping the employer avoid high employee turnover costs.
• Engagement: When employees are connected, they’re more likely to be satisfied with their jobs.
• Well-being: Positive social connections can improve employee health and well-being, guard against workplace stress and anxiety, and reduce absenteeism and presenteeism. Happier and healthier employees are also less likely to incur high medical insurance costs.

Alleviate the mental health consequences of social disconnection

Having strong social connections in the workplace can help improve mental health by alleviating stress and loneliness. When employees have colleagues they can confide in and lean on in difficult times it can be easier to navigate the ups and downs of work. Social connections can also foster a greater sense of purpose, which is one of the common causes of burnout. There’s even evidence that increased levels of social interaction can reduce inflammation, which has been linked to depression.

Increase job satisfaction and employee morale

Having positive social connections at work can result in increased job satisfaction. Employees who feel valued and connected to their peers are also more likely to enjoy their work, be more productive and remain engaged. This can lead to greater employee retention, which translates to real savings for employers.

Create synergy between workers

Increased social connections at work don’t just benefit employee health and well-being. They can also have a direct impact on the quality and timeliness of work. Teams with a high level of connection generate more innovative ideas and have better problem-solving skills. They thrive on the open exchange of ideas that increased social connection can unleash. When teams trust one another, there’s a greater sense of psychological safety and willingness to take risks.

Curious about more ways to improve social connections?

It’s been said that the quality of our relationships determines the quality of our lives. Our degree of social connection both inside and outside of work can have a profound effect on our physical and emotional well-being. Because we spend so much time at work, it’s important for employers to focus on what they can do to enhance connections among colleagues in order to improve workplace culture and reap the benefits of a happier, healthier and more engaged workforce. If you want more ideas for how to improve social connections at work, check out our free tip sheet below.

Steve Jobs, founder of Apple and master at product branding, once said, “It is a complicated and noisy world, and we’re not going to get a chance to get people to remember much about us. No company is. So we have to be clear about what we want them to know about us.”

This sentiment is so true, and not just for companies like Apple. We are living in a world where information comes at us like a firehose, and we often don’t know which sources of information to trust—let alone how this information can benefit us.

So when employees receive information about a well-being program that comes in dribs and drabs, looks different every time, and doesn’t communicate the “what’s in it for me,” organizations don’t get the level of engagement they’d like and fall short of their well-being goals.

In our work with scores of companies, we have found that those who take the time to create a recognizable brand and identity for their well-being program can overcome these communication challenges and see better results.

Here are 8 benefits of branding your well-being program:

1. Increased visibility. A recognizable brand grabs employees’ attention and leads to greater awareness of the well-being program and its offerings.
2. Trust and credibility. A polished logo and tagline projects a level of professionalism that says to employees the organization takes well-being seriously and leads to greater trust in the program.
3. A way to stand out. A unique identity will help your well-being program cut through the clutter of other organizational initiatives and make employees more likely to remember it.
4. Source of connection and inspiration. Engaging with a well-being program can be daunting. A good brand with appealing visuals and messaging can evoke positive emotions and motivate people to get involved.
5. Consistency. Having a brand allows you to maintain the same look and feel and consistency of message across all aspects of your well-being program—the well-being platform, wellness challenges and other events, communication materials, coaching and more.
6. Source of pride. A well-being program brand can foster a sense of belonging and pride among employees, motivating them to talk about the program, encourage others to participate, and proudly sport branded swag (t-shirts, water bottles).
7. A boost to organizational culture. A good well-being program brand can contribute positively to workplace culture. It shows an organization’s commitment to employees’ health and happiness, helping to foster a culture of care and support within the organization.
8. Longevity. HR leaders, well-being managers and wellness champions will come and go. But once you develop a strong well-being brand, it’s there to stay. A recognizable brand can weather changes in leadership or organizational structure, ensuring that the program remains a priority and continues to receive support over time.

Would you like to elevate your organization’s well-being program communications with a great brand? Our award-winning team of designers, writers and communication strategists can create a unique and impactful well-being program brand that embodies your organization’s commitment to well-being and spurs employee engagement. Contact us at connect@webmd.net to get started.

All employees feel DEI&B efforts need improvement.

Across the board, more than 60% of employees in our DEI&B survey said their company is not doing enough to foster DEI&B in the workplace. A huge number—89%—said their company has DEI&B programs and policies in place, but they question their employer’s commitment.

Our study paid particular attention to the concept of “belonging” in the workplace, which is emerging as an important aspect of the employee experience, in addition to diversity, equity and inclusion. In a nutshell, it means the degree to which people feel their uniqueness and the different parts of their identity—race, sexual orientation, or even being a parent—are accepted and valued by the organization and coworkers.¹

On the issue of belonging, we found that over 57% of employees felt their companies fell short in ensuring that they felt included and valued—compared with 43% of respondents citing diversity, 53% citing equity, and 48% citing inclusion as needing improvement. Social belonging is a fundamental human need, hardwired into our DNA. When people say that they feel isolated at work, the result has been lower organizational commitment and engagement.²

Now let’s look at how different segments of the population feel about DEI&B efforts.

LGBTQ employees struggle with belonging more than other employee segments.

LGBTQ employees reported being most impacted by issues related to belonging, as compared with other groups. Sixty-five percent reported companies need to do a better job of fostering belonging, and 2 in 5 reported they feel undervalued.

Younger generations want employers to do more in the DEI&B space.

Gen Z is more likely to report their company is not effective at holding its leaders accountable and encouraging employees to bring their authentic selves to work. Millennials are more likely to report they want to work for a company that values DEI&B in the workplace, and struggle more often with belonging. Compared to other generations, Gen X is less likely to report they would personally benefit if their company were committed to DEI&B.

Organizations aren’t doing enough to make women feel like they belong.

Compared to men, women are more likely to have negative feelings about their company: 38% percent of women feel undervalued versus 28% of men; 27% percent feel like an outsider, compared to 21% of men; and 22% feel unfairly excluded while 18% of men feel this way.

Why is it important for employers to ensure DEI&B efforts reach all populations?

Well-being is holistic, so when one dimension of well-being is impacted over time, other dimensions can suffer. For example, when people feel excluded at work it can affect their mental and emotional health, causing negative implications for physical health down the road. Belonging is about being respected and valued. A culture of belonging has become essential for attracting and retaining talent.

Here are some ways employers can ensure that inclusion efforts are truly inclusive:

• Create greater awareness of the ways in which different segments of the population experience the workplace via Employee Resource Groups (ERGs) or by appointing DEI&B program champions.
• Go beyond “check-the-box” activities like hosting a Pride or Women’s History Month event with thoughtful, year-round programming.
• Embed DEI&B measures into performance reviews to support meaningful improvement and progress on DEI&B initiatives.
• Continue to survey different population cohorts to uncover how DEI&B efforts are making an impact.
• Examine your well-being program to ensure it is as inclusive as possible.

DEI&B is about more than just hiring from a diverse candidate pool or posting a rainbow flag. It’s about fostering an environment that integrates DEI&B values into everyday work so that everyone can succeed. But, similar to well-being, one size doesn’t always fit all. As our analysis shows, it’s critical to gain an understanding of how different segments of your population experience the workplace in order for DEI&B efforts to be truly felt and appreciated. For help creating a workplace that values diversity, equity, inclusion and belonging, contact us at connect@webmd.net.