Why Employee Well-Being is the Future of Work

It’s not just a trend. Employee well-being is a growing concern that keeps popping up in headlines everywhere.  

A 2024 State of Workplace Empathy report revealed 90% of HR professionals agreed that mental health is just as important as physical health.  

Prioritizing employee well-being is not just a compassionate choice. It’s become a global expectation that people, leaders, and CEOs everywhere are taking seriously.  

Why is this?

Because organizations that invest in comprehensive employee well-being programs witness enhanced productivity, reduced turnover, and a more engaged workforce.  

The cost of poor employee well-being

The impact of poor employee well-being goes way beyond how your people are feeling. Gallup has reported a global cost of $322 billion in turnover and lost productivity due to employee burnout.

Burnout, stress, and disengagement don’t show up overnight – they're the result of long-term gaps in support, resources, and sustainable work practices. To address these issues, organizations need to look at the full picture of what well-being truly means, going far beyond surface-level solutions.

An employee well-being strategy encompasses the physical, mental, and emotional health of your people. It's a holistic approach that considers factors like job satisfaction, work-life balance, and a supportive work environment.  

When employees thrive in these areas, organizations benefit from increased productivity and reduced absenteeism.  

Overcoming common employee well-being barriers

Many HR leaders already understand their organization’s needs for stronger employee well-being programs. The journey towards building an effective employee well-being strategy is often fraught with challenges and is an up-hill battle.

Here are some common obstacles and solutions to consider:

Stigma around mental health: Combat this by normalizing conversations about mental health - encourage leaders to lead by example, host internal webinars and workshops, offer a safe space for your people to speak freely and actively listen when they voice concerns.  

Lack of empathy: Empathetic leadership means having the ability to understand other’s needs. Hire and develop effective managers and leaders who are capable of leading with empathy and call out negative behavior that isn’t reflective of this.

Limited resources: Start with small, cost-effective initiatives, such as flexible work hours and unlimited sick time, before expanding programs. Remind your people of their benefit plans and health spending accounts and encourage the use of resources available to them.  

Management buy-in: Gather employee data on turnover and performance and demonstrate the return on investment of employee well-being programs through to gain leadership support.

Remote workforce: A rise in remote and asynchronous work can mean fewer opportunities to observe well-being issues. Regular one-on-one check-ins can help leaders keep an eye on this.

The importance of employee well-being in the workplace

A robust employee well-being strategy offers initiatives that benefit employees both inside and outside of their work:  

• Offering flexibility to work when and where they’re comfortable  

• Providing ample resources, accessible to everyone  

• Having a safe space to be their authentic selves  

• Employing empathetic leaders who will support them

Employee well-being is a critical component of overall employee wellness. By integrating an employee well-being strategy, you’re demonstrating a commitment to the well-being of your people and offering a pledge of support.

Google’s approach to employee well-being

Meet Natalie Rex – a Vanderbilt University alumni and current Program Manager at Google.

Natalie has a neurodegenerative disorder called Friedrich’s Ataxia (FA) which causes a loss of coordination and balance and progresses over time. Natalie was two years into her diagnosis when she started at Google.  

“I remember being really nervous. I didn’t know how people would take to learning about my disability,” Natalie shares in a Life at Google interview.  

Natalie turned to one of Google’s internal communities called Brainiacs – a space for people or caregivers of different neurological diseases. Through this community, Natalie found someone whose partner also has FA.  

“I remember being a little floored because FA is rare, so the fact that we could connect because of this group is amazing.”

Google's commitment to employee well-being is evident through its many initiatives and programs. From on-site amenities that include fitness centers, healthcare services, on-site physicians, and curated mental health programs; Google has set the bar very high for employee wellness.  

Natalie shares more with us on how Google has positively impacted not only her career, but her personal life as well:  

What well-being and mental health benefits at Google have had the biggest impact on you personally?

Flexibility: Since I have more limited mobility and higher risk of falling when the weather is difficult, being able to work-from-home during inclement weather has been a way for me to ensure I am as safe and non-anxious as possible.

Short-term and disability leave: When I was adjusting to my disease progression (starting to use mobility aids full-time), I was able to go on short-term disability leave. This allowed me to process a lot of heavy emotions and focus on my well-being at a critical time of my life. It meant so much to be able to recalibrate to a new normal without having to worry about my work suffering.

What role does leadership play in fostering a culture of well-being at Google?

It’s helpful when they model what well-being looks like - setting working time boundaries is a big one. And sharing how they cultivate well-being is great to see (i.e. workout classes, family dinners, hobbies). I think well-being can encompass so much, whether it’s work-life balance, being able to bring what is good or hard that’s happening outside of work and sharing various recommendations on ways to rest.

Have there been any employee-driven well-being initiatives at Google?

The Mental Health Conference (MHC) is an annual, volunteer-run internal event that promotes mental health and well-being. MHC began in 2016, and features talks, panels, and activities across all time zones.

Each year, the Disability Alliance (DA) - which is one of Google’s Employee Resource Groups (ERG) - partners with the Central Accessibility team to plan a global Accessibility & Disability Inclusion Week, to educate, inspire, and engage employees. It raises awareness for the more than one billion individuals in the world with some form of disability.  

The DA is our ERG for employees who care about disabilities, learning differences, special needs, and neurodiversity, for themselves or a child, relative, or friend. It was founded by Googlers in 2012, and is a community where employees can advocate, build awareness, and share advice around disability topics, with the goal of creating innovative and inclusive teams, products, and workplaces. It also serves as a source of input as Google designs its products, workspaces, and culture.

What’s one piece of advice you’d give to companies looking to improve their well-being programs?

People’s needs can differ from season to season (literally, but also with life seasons), so being aware that what works at one point may or may not work at the next, is important. Keep lines of communication open to adapt to the changing needs and give employees confidence to share and ask for what is helpful.

If you’re like me, a 31-year-old single gal, you don’t really have anything to break up long stretches (years) of work (i.e. maternity leave) unless you advocate for it. It could be helpful for companies to consider sabbaticals or leaves in a more general sense - sometimes burnout comes from what looks like a lack of momentum in life outside of work and needing time to figure out what direction you want to head.

“People at Google want to be helpful and want to be supportive and I'm really thankful to be where I'm at now in a place where people are just willing to be helpful.” - Natalie Rex, Program Manager, Google Careers  

Building a culture that supports employee well-being

Companies like Google are redefining and continually adapting to what corporate culture is and should be.  

It’s not a secret formula though – Google's culture is built on principles that any organization can implement to create an engaged workforce that prioritizes well-being.  

These are some fundamental strategies:  

• Open communication: Encourage transparent dialogues about workloads, challenges, and mental health. This allows for early intervention when issues arise and builds trust in manager-employee relationships.  

• Feedback loops: Survey employees to understand their well-being needs and preferences, then share your action plan based on their feedback.  

• Comprehensive resources: Include a variety of robust resources that support all aspects of well-being like mental health support and wellness initiatives.

• Flexibility: Promote policies that support flexible working hours and remote work options.

• Recognition and appreciation: Regularly acknowledge employees' contributions and how their work contributes to the success of the business.

• Continuous evaluation: Regularly assess your program's effectiveness and make necessary adjustments based on employee feedback and participation rates.

Beyond the benefits: where well-being creates impact

Natalie’s story is a powerful reminder that behind every job title is a human being with unique needs, challenges, and aspirations. Her experience at Google shows what’s possible when organizations commit to creating a culture that truly supports their people.  

Real well-being at work isn’t about just offering perks – it's about showing up for your people, listening deeply, and responding with empathy and action. When leaders choose to prioritize well-being, they create a ripple effect of trust, belonging, and resilience.