Employee wellbeing is crucial for maintaining a productive and positive workplace. Despite the best intentions behind corporate wellbeing programs, participation rates often fall short of expectations. Understanding the barriers to participation is the first step in creating more engaging and effective programs. This article explores the top ten reasons for low participation in wellbeing programs and offers unique strategies to overcome these difficulties.
One of the main reasons employees shy away from wellbeing programs is the feeling that they are too busy and feel like they “just don’t have the time” to participate. When programs seem too complex or demanding, employees are more likely to avoid them. This often stems from the way typical wellbeing programs are structured, being too complex, too general and hard to understand.
A company rolls out a comprehensive all-in-one wellness program covering mental wellbeing, sleep, exercise, financial health, social connections, and contribution. Although the program provides a lot of resources, there is no clear and simple way to absorb the information. Not knowing where to start drives paralysis by analysis; employees feel overwhelmed by the sheer amount of time that is required to participate or the volume of choices and do not make any progress.
Programs should be broken down into manageable, bite-sized pieces that are easy to absorb. Instead of presenting a long list of resources, activities, and goals, start with simple, easy-to-achieve tasks that can gradually build up. Keeping things simple also helps to ensure that clear and concise language is used to explain program benefits, making the internal communications process easier and more effective.
Many employees struggle to find time to participate in wellbeing activities, especially when these activities are scheduled at fixed times. Workshops or fitness sessions that require a specific location, day, or time for an employee to be present can be particularly challenging for busy employees, significantly decreasing participation.
A company schedules one-hour in-person mental health training sessions, but most employees find it difficult to attend due to pressing work priorities, working from home, or other personal commitments.
To accommodate various schedules, offer flexible participation options. This could include programs that employees can complete at any location, at their own pace and time, without any pressure. Flexibility ensures that employees can engage with the program without disrupting their work or personal commitments.
If a wellbeing program is perceived as boring or unenjoyable, participation will naturally be low. Employees are more likely to engage in activities they find fun and interesting, but also those that are effective in creating long-term change.
A company introduces blood tests, a 30km walk, and a series of 2-hour wellbeing lectures. Although some employees attend, many find these activities uninspiring, leading to low participation rates.
Incorporate elements of fun into wellbeing programs. This could involve gamifying certain aspects, such as introducing challenges and rewards. Include a variety of activities that cater to different interests and preferences. It is also important to note that the activities must be not only fun but effective in driving positive wellbeing change. Offering free food, a once-off massage, or a wellbeing day full of fun activities may be entertaining and drive attendance, but there may be a lack of long-term impact.
Programs that do not cater to the diverse needs and preferences of the workforce will struggle to gain traction. Employees have different preferences for activities, fitness levels, and time availability.
A fitness program is introduced in the workplace that includes only high-intensity workouts, or a program that rewards the people who do the most exercise, discouraging employees with lower fitness levels from participating.
Develop or implement an inclusive program that offers a range of activities to suit different preferences and fitness levels. Provide options for both high-intensity and low-intensity activities, reward people based on consistency, and ensure that they have choices that fit into varying time constraints. Solicit feedback from employees to understand their needs and tailor the program accordingly.
A common pitfall is the lack of quality and quantity of effective communication about the wellbeing program. Employees are unlikely to participate if they do not know about a wellbeing program and do not understand the advantages of getting involved.
In addition, if there is no sense of urgency, employees may procrastinate or ignore the opportunity to join the wellbeing program. In many cases if there is no compelling reason to act now people end up doing nothing.
A company introduces a new wellbeing program but only sends out one email announcement. The email also neglects to include the benefits and objectives clearly and does not set any deadlines or highlight any limited-time incentives. Majority end up not knowing about the program and the ones that do feel that they can always do it later, but never get to actually taking any action, resulting in low sign-ups.
Promote the wellbeing program through multiple channels, such as emails, posters, and intranet announcements. Clearly communicate the benefits and objectives of the program. Use testimonials from employees who have previously benefited from the program to build credibility and interest.
Create a sense of urgency by creating “launch periods” for initiatives, setting deadlines for registration and highlighting limited-time incentives. Use countdowns and reminders to encourage employees to act promptly.
Many wellbeing programs fail because they are not effectively supported by the provider during the sign-up and registration period. If a provider simply provides wellbeing information or a wellbeing digital platform without helping to promote the program, this will result in low participation rates.
A company provides access to an online mental health resource library but does not actively promote or support its use. Typically, this is because they may have a flat yearly fee pricing structure and are not incentivised to ensure the resources are actually used for their clients. Employees end up being unaware of the available resources, they are expected to search for them on the intranet themselves, and end up being not motivated to go out of their way to use them.
Ensure that you select a wellbeing program that provides comprehensive support during the promotional stage. Make sure that they have extensive experience with internal communications and can demonstrate prior success. Work together with them to establish a communications plan and leverage their proven processes to make sure that your participation goals are reached.
A cumbersome sign-up process can deter employees from participating. Programs that require the completion of extensive surveys or requesting a lot of personal data can seem intrusive and time-consuming.
An employee tries to sign up for a stress management workshop but is discouraged by a lengthy registration form that asks for detailed personal information.
Streamline the registration process by minimising the number of steps and questions. Ensure that the sign-up process is quick and straight forward. Ensure that a minimal amount of strategic information is gathered in a gradual and user-friendly way.
A critical factor influencing the success of workplace wellbeing programs is the support and active participation of leadership. When leaders are not on board, do not lead by example, or fail to communicate the importance of these initiatives, it can significantly impact the program's participation rates.
Example: In a company where the leadership team does not actively participate in the wellbeing programs or communicate their benefits, employees may perceive the initiative as unimportant or optional. This lack of visible commitment from the top can lead to low sign-up rates and minimal engagement.
Solution: Engage and Empower Leadership
To overcome this barrier, it is essential to engage leaders and secure their active support. Here are some strategies:
1. Lead by Example: Encourage leaders to participate in the wellbeing programs themselves. When employees see their managers and executives actively engaging in these initiatives, it sets a positive example and demonstrates the program's value.
2. Communication from the Top: Ensure that communications about the wellbeing program come from leadership. Personalised messages or endorsements from top executives can significantly boost credibility and interest among employees.
3. Involve Leaders in Promotion: Have leaders speak about the benefits of the program in meetings, newsletters, and other internal communications. Their endorsement can create a sense of importance and urgency.
Activities that involve teams tend to have higher participation rates. Team-related activities foster accountability and camaraderie among employees.
A company offers an individual meditation challenge, but participation is low. When the challenge is restructured to include team activities, participation and engagement significantly increase as people feel connected to their colleagues.
Incorporate team-based challenges and activities into the wellbeing program. Encourage employees to form teams and participate together. This not only boosts engagement but also strengthens team dynamics and morale.In addition, having a team participate encourages people to spread the message internally and recruit colleagues into their team, helping to increase participation.
Understanding who is registering, which locations or departments they are from, and their reasons for doing so can provide valuable insights for improving participation rates. Collecting this information during the registration process can help in tailoring the communications for better internal communications.
A company does not gather the correct data during the registration process, making it difficult to have real-time insights into why participation rates are low and what can be done to make improvements.
During registration, gather specific participation data about who is registering in every location or department. Use this data to adapt and improve the communications. The provider should also assist with regular check-ins and feedback sessions to analyse this data, helping to keep things on track to ensure that participation goals are met.
1. Simplify program structures to avoid overwhelming employees and to make participation more approachable.
2. Provide flexible options to accommodate diverse schedules and commitments.
3. Ensure wellbeing activities are enjoyable and varied to maintain interest and engagement.
4. Create inclusive programs that cater to diverse needs and preferences to ensure broad participation.
5. Use effective and multi-channel communication to raising awareness, communicate benefits and inspire a sense of urgency to prompt timely participation.
6. Partner with providers who offer strong promotional support and ongoing engagement strategies.
7. Make the registration process as simple and quick as possible to encourage participation.
8. Ensure that leadership team is no board, leads by example and are involved in program promotion.
9. Team-based activities can enhance engagement through accountability and camaraderie.
10. Utilise feedback data to continually improve program effectiveness and engagement.
By implementing these strategies and considering the provided examples, organisations can overcome the common barriers to participation and foster a healthier, more engaged workforce. Remember, the key to a successful wellbeing program lies in its ability to connect with employees on a personal level, offering them the support and motivation they need to thrive both personally and professionally.
