How can you ensure employee well-being initiatives are inclusive of all identities?

As an employee, and someone who manages internal communication, the simplest and most practical way is to first understand what constitutes 'well-being' for each person. Plans can then be rolled out based on the derived feedback. Know that there can never be a one-size-fits-all well-being initiative because what appeals to one group might not appeal to another. Often, CEOs decide on a 4-day work week thinking 'Oh my staff would love that' whereas, what the staff was looking forward to was flexible working hours, opportunity to WFH, or 30mins lunch break extension, etc. Likewise, for the well-being initiatives to be sustainable, they must align with the company's values and must be done in a way that does not hinder business flow.

Creating a positive and equitable workplace requires the inclusivity of all identities in employee well-being initiatives. To promote inclusivity in well-being initiatives, consider implementing the following strategies: - Provide Diversity and Inclusion Training - Establish ERGs - Offer Cultural Competence Programs - Customize Well-being Programs - Provide Mental Health Support - Offer Flexibility in Benefits - Establish Feedback Mechanisms - Ensure Leadership Commitment - Regularly Assess the Initiatives - Celebrate Diversity By taking a comprehensive and inclusive approach to employee well-being initiatives, organizations can create a workplace culture that values and supports the diverse identities of their workforce.

Inclusivity in well-being initiatives is an ongoing effort that requires a commitment to diversity, equity, and inclusion at all levels of the organization. Regularly engage with employees and adapt your programs to meet the evolving needs of your workforce.

1. Gain leadership support. 2. Set clear objectives. 3. Provide diversity training. 4. Support employee resource groups. 5. Communicate well. 6. Collect ongoing feedback. 7. Continuously evaluate. 8. Ensure legal compliance. 9. Celebrate successes.

I believe the employer (non)reaction to the terror attacks of October 7 provides a great case study on the lack of effective and equitable, (inclusive of all identities) well-being programs currently in place in most large organizations.

1. Customize metrics for each initiative. 2. Benchmark against industry standards. 3. Report results regularly. 4. Gather employee feedback. 5. Stay flexible and adapt as needed.

Employees should really feel well-being initiatives as participative and engaging, and not just another top-down idea from the management. Create a regular meeting inviting employees (in the morning over coffee or a monthly lunch meeting). Have a Teams group discussion with some ideas. Let the employees coordinate a committee and suggest new ideas. Not only it will contribute to the initiative you are implementing, but it will also increase their overall motivation and engagement.

1. Use Employee Resource Groups (ERGs) for input. 2. Provide training. 3. Communicate transparently. 4. Encourage continuous feedback. 5. Recognize contributions.

1. Offer diverse well-being options. 2. Ensure cultural sensitivity. 3. Prioritize accessibility. 4. Gather continuous feedback. 5. Use inclusive language. 6. Conduct employee surveys.

1. Provide regular updates. 2. Conduct interactive training. 3. Involve leaders. 4. Appoint employee ambassadors. 5. Use interactive platforms. 6. Organize well-being challenges.

Setting the tone from top is vital to achieve a real engagement. By going back to the basics of the business model canvas, which has in the centre the value proposition, allows the organisation to focus on the real purpose and realise that what makes the organisation unique is its people. Having this in consideration, designing wellness programs that help people grow and flourish within the organisation will benefit the whole structure by providing better work environments and contributing to the life purpose of the team.

Defined value system,communicated well, goes a long way to foster relationships between organisation’s top management, managers &executives. The communication is clear if we break down the well-being into clearly defined components. Let them know they are valued and the organisation cares about their well-being- physical, emotional, their social connectedness, their job satisfaction index and even a healthy work life balance.Communicate by making employee well-being a part of culture charter which includes- engaging employees in these initiatives and increasing their sense of ownership, keep workloads reasonable, give more autonomy in work practices& encourage managers to be more supportive of personal needs of their teams.