Addressing Wellness
While many organizations embrace wellness initiatives, few critically examine who these programs are designed for and who may be left out. Addressing wellness equity, and health issues in the workplace requires a comprehensive approach that involves fostering a supportive culture (or transforming culture altogether), providing tailored resources, and implementing proactive strategies. Wellness equity is both a moral obligation and a strategic differentiation in an increasingly diverse labour market.
A healthy workplace helps to promote morale, belonging, and retention. Health and wellness is more than just a training or EAP program – it is not an add-on to organizational workplaces, but rather must be embedded in workplace culture in order to avoid exhaustion, burnout and talent loss.
Traditional wellness programs often prioritize individualized, surface-level fixes, such as gym memberships, meditation apps, or lunchtime yoga, which assume equal access, time, and benefit across the workforce. However, wellness is not experienced uniformly. Structural inequities — along the lines of race, gender, ability, class, care-giving status, and immigration status — shape how employees uniquely experience stress, safety, and support at work.
An intersectional analysis, coined by Dr. Kimberlé Crenshaw, reminds us that overlapping systems of oppression (e.g., racism, sexism, ableism) cannot be separated from how employees experience “wellness.” For example, racialized women may face higher rates of microaggressions, emotional labour, and under-recognition, none of which are addressed by conventional wellness programming. Another example, a single parent with a disability would require a very unique set of circumstances to support their wellness.
Addressing the impacts of equity, culture, ecosystem, policy and leadership on health and wellness requires a multifaceted approach. This involves both individuals and organizations working together to foster a supportive and healthy workplace culture – an agreement and attitude. This requires humility, transparent conversations, and a commitment to pursue healthier workplaces. Avoidance breeds resentment and reactivity dishonours morale. Avoidance is like a slow leak in a ship — unnoticed at first, but over time, it corrodes the hull of morale, until resentment floods in and reactivity steers the course.
Regular and authentic feedback mechanisms can help assess the effectiveness of interventions and identify areas for improvement. A culture of trust takes time to build, especially if distrust has been the undertone for some time. Wellness equity must be the north star if we wish to continue positively working in places that are often our “second home.”
Ten Question Checklist – Free Wellness Assessment
Here’s a ten-question checklist for you to assess if a wellness assessment is necessary.
- Are employees reporting increased stress levels or signs of burnout?
- Have there been recent changes in workload, work environment, or company policies that may impact employee well-being?
- Are there noticeable changes in employee behavior or performance that could indicate underlying health or wellness issues?
- Are absenteeism rates higher than usual, or are employees frequently taking sick leave?
- Have there been complaints or concerns raised by employees regarding work-life balance or workplace stress?
- Is there a lack of participation or engagement in existing wellness programs or initiatives?
- Have there been recent incidents of conflict or tension within the workplace that may affect employee morale and mental health?
- Are there specific demographics within the workforce that may be more vulnerable to stress or health-related issues?
- Has there been an increase in turnover or retention issues that could be related to employee well-being?
- Are there industry-specific factors, such as high-pressure deadlines or demanding client expectations, that may impact employee wellness?
From Optics to Outcomes
As consulting firms increasingly advise clients on ESG and people strategy, it’s imperative to recognize that wellness, done right, is about equity and justice. Organizations that take a systems view — embedding wellness into equitable leadership, inclusive design, and policy — are better positioned to unlock resilience, loyalty, and long-term performance. In short, wellness is not just about short-term perks and the optics of care. It’s about power, policy, and people. And the future of work demands nothing less. Reach out to use to strategically review your wellness program, we look consider three levers for transformation,
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Policy Design
Reevaluating wellness and flexibility policies through a JEDI (justice, equity, diversity, and inclusion) audit. Are benefits accessible to shift workers, part-time staff, or caregivers? Are mental health resources culturally competent and available in multiple languages? -
Psychological Safety at Scale
Investing in training and leadership development that fosters anti-racist, trauma-informed, and inclusive cultures. Wellness cannot coexist with silence around discrimination or power imbalance. -
Data-Driven Accountability
Collecting disaggregated data on well-being, burnout, and turnover across identities. Use it to inform targeted interventions — not just one-size-fits-all programming. Intersectional dashboards and pulse surveys are tools of strategy, not just measurement.
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