Employers Advancing Whole-Person Health: The Need for a Comprehensive Approach

Employers invest in human capital for both their internal and external communities. At MI Health, we view the workplace as its own community, in which organizational leadership is uniquely positioned to introduce, model, communicate, and normalize a “whole-person” approach to health that prioritizes physical, mental, and financial well-being equally. Investments in whole-person health can come in the form of expanded health benefits, changes to internal policies and programs, shifts in workplace culture to allow people to bring their “whole selves” to work, and increased levels of opportunity that recognize the many roles and responsibilities employees take on, such as caregiving.

Sabrina Spitaletta, senior director, Public Health at the Milken Institute, and Liz Porter, president, Leidos Health & Civil Sector, sat down to discuss the ways leadership within organizations can lead with a whole-person health approach in mind.

Employers are defining "whole-person health” in various ways. From your perspective as Leidos Health & Civil Sector president, how do you envision a whole-person health approach in the workplace?

In the workplace, a whole-person health approach must recognize the interconnected factors shaping employees’ well-being. We understand how physical, mental, emotional, social, and financial components all contribute to overall health and, consequently, workplace performance. At Leidos, we have a strong focus on our employees’ career flexibility, and holistic well-being. This dedication is embodied in ‘Leidos Life,’ a cornerstone of our company culture. Leidos Life is more than just a program; it’s a testament to our belief in embracing our strengths and nurturing a culture where every employee feels valued and empowered. Through Leidos Life we prioritize initiatives aimed at enhancing employee physical, mental, and financial health.

In our vision at Leidos, we understand that conventional wellness programs only scratch the surface of what our employees need. We recognize and celebrate the unique and holistic nature of each member of our team.. I’m proud that we offer a diverse range of programs that address various factors contributing to whole-person health. From traditional physical and mental health initiatives to less conventional aspects such as work-life balance, financial education, career growth opportunities, and social well-being, we strive to support our employees comprehensively.

What are the risks if employers do not adopt or move toward a whole-person health approach?

If employers do not adopt or move toward a whole-person health approach in the workplace, they may face a multitude of risks impacting both individuals and the organization as a whole. This includes heightened levels of stress, burnout, and dissatisfaction among employees, leading to decreased morale, lower productivity, and increased absenteeism and turnover rates. Additionally, there's a risk of escalating health-care costs for both employees and the company, coupled with decreased employee engagement.

Then there are the less apparent risks, such as difficulty in attracting top talent in today's competitive job market, where potential employees prioritize organizations that demonstrate a commitment to whole-person health. A lack of emphasis on whole-person health can negatively impact organizational culture, leaving employees feeling undervalued and unsupported, eroding trust and collaboration. Moreover, there's the potential for excess legal risks, a negative industry reputation, or difficulties in executing the company mission due to errors, injuries, or an inability to respond to changes in a dynamic market. Adopting a whole-person health approach is not just a matter of employee well-being—it’s a strategic imperative for sustained organizational success.

What steps are employers uniquely positioned to take to normalize and achieve a whole-person health approach?

Employers play a crucial role in normalizing and achieving a whole-person health approach, given the significant time employees spend at work. Leadership buy-in is essential—by actively promoting and participating in whole-person health initiatives, employers set the tone for a culture that values holistic wellness. Effective communication is also key, ensuring employees understand whole-person health is a top priority for the company and its leadership. Education is vital, with employers providing resources for physical, mental, and emotional well-being, and emphasizing the link between well-being and overall job performance. Finally, employers should develop accessible and engaging programs targeting various aspects of whole-person health.

To truly foster a workplace culture that prioritizes whole-person health, employers must embark on a comprehensive, strategic, and sustained effort. This includes integrating insights from diverse perspectives and relevant sources to enrich our understanding and implementation of holistic wellness initiatives within the organization.

Leadership's visible engagement, active participation in wellness programs, and integration of well-being into decision-making are crucial steps. Clear communication through internal channels about the organization's commitment, emphasizing the benefits of well-being, and reinforcing values related to employee health are essential. Designing diverse well-being programs that encompass various aspects of whole health, such as work-life balance, social interaction, financial fitness, and employee recognition, is pivotal. Establishing well-being champions across organizational levels and continuously evaluating program effectiveness through surveys and feedback mechanisms ensures ongoing improvement, fostering an environment where employee well-being is valued and prioritized. It is this culture of well-being that ultimately contributes to employee satisfaction, engagement, and overall organizational success.

Which organizational leadership roles or positions need to be involved for this integrated approach to be adopted across the organization and in the surrounding community?

Achieving an integrated whole-person health approach across the organization and community necessitates collaboration from various leadership roles. Of course, the CEO plays a pivotal role in setting the overall tone and priorities, driving change throughout the organization, and leading by example. The chief human resources officer and HR leaders are essential for implementing well-being initiatives, managing programs supporting employee health and work-life balance. The chief financial officer is critical in allocating resources and budgeting for well-being programs, ensuring financial alignment with the company’s commitment to employee well-being.

Beyond these key roles, diversity and inclusion officers address various employee needs, and the chief technology officer oversees the technological aspects of these initiatives. Involvement from leaders in marketing, legal, health, and safety, as well as individual supervisors and team leads, is crucial. It takes a cross-functional, collaborative approach involving leaders from various organizational parts in order to ensure the comprehensive, goal-aligned, and sustained adoption of a whole-person health approach.

How do employers build a sustainable whole-person health approach that anticipates the ebb and flow of the external environment, whether those are shifts in the economic, social, or political landscape?

In order to cultivate a sustainable whole-person health approach adaptable to external changes, employers must strategically build resilience into their programs. This involves staying informed about evolving health trends, ensuring programs are flexible and adjustable, and seeking employee input through surveys and feedback mechanisms to understand evolving needs. Providing diverse programs that address various aspects of employees' lives contributes to sustained engagement.

Employers must also consider crisis preparedness, especially in the context of significant events like COVID, and strategize on how well-being programs can adapt to support employees during such challenges. Also, employers should establish metrics and analytics to assess program impact, monitor key performance indicators related to employee well-being, and use data to make informed decisions and adjustments. Lastly, integrate community and social responsibility into well-being initiatives. Aligning a company’s well-being programs with broader societal goals instills a sense of purpose and resilience, both internally and externally.

For further insights into the importance of whole-person health approaches and the experiences shaping our perspective, I invite you to explore our recent article, “A Whole-Health Focus to Support Military Veteran and Service Member Mental Health.” In sharing personal reflections and experiences, this article offers a firsthand understanding of the significance of addressing diverse aspects of well-being within our workforce. Integrating these insights can enhance our efforts to cultivate a workplace culture that prioritizes holistic wellness, ultimately fostering employee satisfaction, engagement, and organizational success.