The Architecture of an Intentional Emotional Well-Being Strategy

By Holly Fraser-Witt, Practice Leader, Group Physician Advisory Services, The Partners Group; Chase Sterling, Managing Consultant, PartnerWell, The Partners Group

There has been unprecedented demand for mental health support during the last several years, especially for healthcare employers with clinicians working long hours on the front lines.¹ With less time for self-care and family, anxiety about the future, and burnout, employees are reassessing their needs at work, and in many cases, they are asking for more than just better compensation and different job titles.

In fact, up to 55% of employee engagement is driven by nonfinancial recognition, according to recent research that shows employees leave when they do not feel valued by an organization. ² The same research notes that to retain a competitive advantage in a tight labor market, employers must invest in professional development and encourage employees to seek help, achieve work-life balance, and build resilience.

It is not enough for organizations to amass well-being benefits, such as employee assistance programs (EAPs), telehealth, virtual behavioral health, and text coaching. They must also communicate intentionally with employees.

The workforce is an organization’s structural foundation, and employees rely on managers and organizational leaders to provide a culture of caring that supports their health and well-being.

In an ideal world, the workplace would help employees achieve positive outcomes, such as happiness at work, and benefits should be perceived and used as valuable resources to help with daily living, and mental health/substance use support when needed. At the very least, work should not make employee health and wellness worse.

Organizations that establish a well-being communication strategy with clear, easy-to-locate tools and resources help their employees view these benefits in a more positive light.

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