Some people associate the term “wellbeing in the company” with the famous fruit Thursdays or soy lattes—topics more often the subject of jokes than a serious conversation about employee support. Why is that?
Izabela Kluzek-Kot: There is nothing wrong with fruit Thursdays or free, high-quality coffee for employees. The problem arises when, beyond these gestures, little else happens, yet the company boasts about how exceptionally it cares for its people. In such cases, it’s no wonder initiatives like this become the object of jokes—trivializing a highly important and complex area: employee wellbeing.
So how should this topic be approached? And how should it be properly defined?
IKK: A holistic approach is needed, not ad hoc initiatives. Only comprehensive actions covering four key areas that affect employee wellbeing will bring measurable effects.
What are these areas?
IKK: The first is the physical area—health, sleep, recovery, physical activity, proper nutrition. An employee who is constantly sleep-deprived, tired, or has health issues is neither happy nor effective. Addressing these areas brings tangible benefits to both sides. According to research by the Nofer Institute of Occupational Medicine, workplace health promotion reduces absenteeism by 25%, and half of the companies that implemented such programs saw increased work productivity.
Employers have a wide range of options here—they can support a healthy lifestyle by funding sports or fitness classes, providing access to quality food at work, or offering medical packages. Many of these elements are already standard, and ensuring them is relatively straightforward—mainly requiring financial investment. Supporting employee wellbeing becomes more demanding in the remaining areas: psychological, relational, and spiritual.
What can an employer do to support employees’ mental wellbeing?
IKK: There are many actions that support good mental health habits, emotional and stress management, and coping with emerging stimuli. And the topic is very serious—in a study conducted in 15 countries by the McKinsey Health Institute, as many as 59% of respondents reported experiencing a mental health issue (including depression or other challenges requiring support). This has a direct impact on company performance—according to data from the Polish Social Insurance Institution (ZUS) from 2018, absenteeism and turnover due to declining mental health cost Polish employers up to 6 billion PLN annually. Online calculators are available to estimate such losses. It’s worth using them to visualize the problem’s scale and start taking action—according to the WHO, every dollar invested in depression treatment yields a fourfold return in work capacity.
Another important factor is the rapid development of technology and dynamic changes in the environment, which pose many challenges. It’s not easy to navigate such conditions, filter the flood of information, and maintain digital hygiene. New competencies are needed. Providing employees with support in this area benefits not only their work environment but also improves quality of life—after all, we don’t leave the digital world when we leave the office.
And what about relationships?
IKK: The quality of relationships greatly impacts team spirit and collaboration, and thus a company’s effectiveness. Developing the ability to maintain healthy relationships—which can be supported through coaching—brings benefits in personal life as well. It’s crucial—we are social beings, and human connection fundamentally influences wellbeing, mental health, and our sense of meaning.
The importance of interpersonal relationships at work is often underestimated, yet research shows that the relationship with one’s manager has as much impact on wellbeing as family relationships. That alone makes it worth striving for the highest possible quality.
What does the fourth component of wellbeing—the spiritual dimension—have to do with work? Should a company even be concerned with this area?
IKK: I’m referring to the broader sense of meaning in what we do and where we are heading. The mission that guides us in taking various actions.
Work should be an element of fulfilling that mission—only then will it bring satisfaction and a sense of fulfillment. This area became especially important after the COVID-19 pandemic. Research shows that 7 in 10 people reconsidered the meaning of their work during that time. Isolation and external circumstances prompted existential reflection, for which there had previously been neither time nor space. Many people made key career decisions then, sometimes radical ones—resigning and trying to rebuild their professional lives. Even though the pandemic is mostly behind us, this way of thinking has become deeply rooted.
This area has great potential—a sense of meaning in our work fosters engagement, loyalty, and significantly increases productivity. It’s logical—we give more of ourselves when we see the purpose of our actions. And it’s a space where employers can provide tangible support.
So what should a manager do to genuinely support wellbeing in the company? Where should they start?
IKK: The foundation is proper diagnosis. A good starting point is conducting an anonymous survey to assess employee needs. Analyzing the results highlights the areas with deficits that need work. There is no one-size-fits-all solution that works regardless of circumstances—each company is different, and every team is unique. There are numerous variables to consider—generational, competency-related, experience-based, or industry-specific. Such a survey also sends a positive signal: we want to support you, we want to listen, and our intentions are good. It builds a foundation of trust. It’s best when an external provider runs the survey—that eliminates suspicion of data misuse or lack of anonymity.
The next step is creating a holistic strategy based on the survey results. It’s wise to involve an outside expert who can offer an objective perspective. This helps define a direction—where we’re going and what KPIs to use. The strategy must align with the company’s culture and become part of its global identity.
What role do employees play in implementing a wellbeing strategy?
IKK: It takes two to tango—without employees’ active involvement, little can be achieved, especially in relationship-building. Everyone has a role. A manager is not a parent leading employees by the hand—their job is to create an offer that supports people; the employee’s role is to take advantage of it. We must remember managers have their responsibilities and are under pressure to deliver results. As much as they may want to, they can’t drop everything to focus solely on employee wellbeing. They also need to take care of their own—a growing challenge given the tough experiences of recent years: the pandemic, war impacts, and looming economic crises.
The manager’s responsibility is to foster an environment that encourages wellbeing implementation—based on trust, dialogue, mutual respect, and partnership. From there, joint work begins.
Do you observe generational differences in expectations regarding wellbeing?
IKK: I try to avoid generalizations, but there are trends and patterns worth considering when planning wellbeing initiatives. Generation Z tends to express their needs openly, directly stating their expectations. They need support, feedback, and are geared toward open communication. While it’s hard to say they are less loyal than, say, baby boomers, they are more likely to leave a job if their core needs aren’t met. Leading a Gen Z team takes more time and effort, especially for managers experienced in working with older generations. Still, it’s an opportunity to develop leadership skills and learn how to meet evolving expectations.
Young people often have more personalized expectations—like therapy subsidies or pet healthcare. Boomers would likely never think to request these.
How do you create a wellbeing system that actually works?
IKK: The goal should be to create what I call a cafeteria model—a solution where employees can personalize their benefits package to suit individual needs. Of course, it should be reasonable and within organizational capabilities—with a closed, not overly extensive catalog of options to avoid confusion. The key is an individualized approach—one-size-fits-all simply doesn’t work.
Another essential factor in wellbeing planning is the work model—if the team works partially or fully remotely, the strategy should include integration and relationship-building options like in-person events or group retreats. Technology also supports remote employees—many services are now online. For example, home-based workers can access virtual yoga classes, remote coaching or therapy sessions, or language learning apps.
Many leaders see great value and a competitive advantage in wellbeing strategy implementation, but others dismiss it as a fad. What are the risks of neglecting this area?
IKK: Measurable losses. In general, investing in wellbeing is less expensive than the costs of neglect. A lack of support in the four core areas leads to higher turnover. Deloitte’s research shows 57% of respondents would consider switching employers for better wellbeing support. When such people leave, it means constant onboarding, which is costly and time-consuming. Neglect also results in more sick leaves, decreased productivity, and a damaged employer brand—making it hard to attract new talent, especially Gen Z. With low unemployment, candidates have choices. As a result, second- or third-tier applicants may be the only ones available—those rejected by better employers. And few managers want people who joined out of necessity, not choice.
So there’s no building competitive advantage without supporting employee wellbeing?
IKK: Exactly. Many companies say “people are our greatest asset” at every turn. Wellbeing is a way of saying “prove it”—it shows who means it and who just says it.
How would you encourage managers to engage with this topic?
IKK: I’d start with data. For instance, CBRE research shows that for 80% of future job seekers, an employer’s wellbeing strategy will be a decisive factor. That’s hard to argue with. There are many more studies that highlight this need—we discuss them in our workshops.
I’d also tell managers that in most cases, they’re already doing something for employee wellbeing—often without realizing it. Any action aimed at improving employee conditions fits within this conversation. The key to success is coordinating these efforts, filling in gaps, and embedding them into a consistent, logical strategy—this makes initiatives much more effective and beneficial for both people and organizations.
Another point—with new ESG reporting regulations, more companies will be legally obligated to report on employee-focused activities. Since it will soon become mandatory anyway, it’s smart to take a step ahead now and gain an edge over the competition.
