A Team Effort: Creating a Workplace Culture of Whole-Person Health

Employers invest in human capital for both their internal and external communities. At Milken Institute 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 Darcy Gruttadaro, chief innovation officer, National Alliance on Mental Illness (NAMI), sat down to discuss ways leadership within organizations can lead with a whole-person health approach in mind.

Employers are defining "whole-person health” in various ways. As an employer, how do you envision a whole-person health approach in the workplace and in community investments from the employer??

When people walk into or log on to work in the morning, they’re not doing so in a vacuum. They’re coming in with their whole selves, in the context of the world they live in and with their unique life experiences. That’s why, at NAMI, we start our meetings, our one-on-ones, with a check-in. We start by asking how everyone is feeling, or we ask our team to share one word that describes how they are currently feeling. It’s amazing how candid people can be in sharing that one word, especially when leadership starts and shows some vulnerability with a word like “stressed” or “concerned.” This allows us to hear how our colleagues are feeling and sets some context for our work together. It also gives us the chance to circle back if someone reports that they are not doing well or is stressed. That shows that you care and create a healthier work culture which can go a long way toward employee engagement. If employers want a healthy, productive workforce, they’ll want to recognize and embrace the importance of those personal connections.?

Our NAMI Human Resources (HR) team also reminds us of the employee benefits and resources available to help us all care for ourselves and lead healthier lives. This does not just happen around open enrollment, but rather periodically throughout the year. This includes hearing from our external Employee Assistance Program about the benefits they offer, presentations by the firm offering our 401k retirement plan, and more. Also, we are inviting experts and speakers on Diversity, Equity, and Inclusion so we can all learn more about creating a healthy community for everyone. At NAMI, we are intentional about ensuring that our work lives mirror how we encourage our partners to engage in whole-person health and well-being.

The time to invest in employee mental health is now—in fact, NAMI’s 2024 Workplace Mental Health Poll revealed that 74 percent of employees think it’s absolutely appropriate to talk about mental health at work. This is a conversation for which workplace teams are ready! Companies can take it even further by making community investments and connections that align with this approach—focusing on programs, partnerships, and resources at the national, state, and local levels—and that is exactly what NAMI offers with a network of 650+ organizations and NAMI in the community.

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

There are many stories from employers across the country, highlighting what can go wrong by not adopting a whole-person health approach. One employer shared that their team initially emphasized productivity metrics over self-care and maintaining a healthy work-life balance. Over time, it led to widespread burnout, with people feeling undervalued and unsupported, which eventually resulted in high turnover and morale dropping across the board. This, of course, impacted productivity, engagement, and a loss of quality in work product. What a steep price to pay for overlooking the importance of creating a caring culture. The company managed to recalibrate, encouraging employees to care for themselves and their teammates. Ultimately, they were more successful when they encouraged their employees to focus on self-care and their health. When organizations take a holistic approach, it helps employees feel supported, improving well-being, productivity, and performance.

It also makes business sense for organizations to focus on their employee well-being. The World Health Organization estimates that $1 trillion is lost annually due to decreased productivity from unresolved depression and anxiety (2024). Specifically looking at mental health, if mental health concerns go unaddressed, it often leads to higher absenteeism and departure of the highest performing people. They are often the ones with the most options outside of your organization. Employers will see reduced productivity and higher overall health-care costs by not focusing on whole-person health. Failing to address the mental and emotional well-being of your team can also result in a disengaged workforce, affecting morale and overall performance. On a larger scale, companies that don't invest in the holistic well-being of their communities will likely miss out on building stronger, healthier relationships with customers, stakeholders, and others connected with the business, which potentially adversely impacts brand and long-term success.

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

Employers are uniquely positioned to normalize whole-person health by taking the steps to integrate it into their culture and policies. At NAMI, we walk the walk. Our CEO, Dan Gillison Jr, starts every all-staff meeting by taking intentional time to announce staff birthdays and work anniversaries, helping people feel seen and appreciated. We support one another when we have caregiving responsibilities that pull us away from our desks. We share when we have therapy appointments and encourage taking mental health days when they are needed. The bottom line for us is being intentional about people at work caring for themselves.

When a company wants to start down this path, a great first step is to ensure that they are offering comprehensive health benefits that include quality mental health services, providing training for managers on how to support employee mental health and well-being, and fostering an inclusive environment where discussing mental health is routine and encouraged. Also, consider surveying employees to ensure what is being offered fits people’s needs.

Supporting mental health goes a long way toward an overall healthy work environment, as we say in our national workplace mental health poll, which shows that 92 percent of US employees believe that having access to mental health benefits helps create a positive company culture.

Employers can also lead by example in the community by partnering with local NAMI affiliates, supporting mental health initiatives, investing in community wellness programs, and advocating for policies that promote mental well-being. NAMI State and Affiliate organizations offer NAMIWalks around the country. It is a wonderful opportunity to give back to a local nonprofit that is doing important work and to join a community that is focused on mental health and well-being. There are many companies that form local NAMIWalks’ teams and join in the fun. NAMI has an array of free resources to help companies get started in addressing workplace mental health as part of our StigmaFree Workplace initiative.

In your opinion, 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?

Leadership sets the culture in organizations, so ideally, initiatives focused on whole health and integrated health should start with an endorsement at the CEO or C-Suite level. And that C-level commitment should continue over time and be visible at key junctures as initiatives are developed, rolled out and made part of the organizational culture.

But truly, all team members have a role to play in organizational commitment to employee health and well-being. Anyone can be a leader in this space, and those with lived experience have much to contribute! Many organizations form Employee Resource Groups or Affinity Groups around health and well-being. These offer an excellent way for organizations to learn more about employee needs on issues related to health and wellness.

HR plays a key role in creating and rolling out health and wellness programs, policies, and employee’s connection to care. Marketing and communications teams are vital for spreading the word both inside and outside the company, making sure everyone understands the importance of holistic health. Teams focused on corporate social responsibility, environmental, social, and governance, and philanthropy can align their community investments with these values, while the Chief Medical Officer can help blend mental and physical health with information and ensure access to care. And, of course, health, safety, and environment professionals ensure that the workplace environment supports overall well-being. It’s all about teamwork across these roles to build a truly integrated and sustainable approach. It takes a strong and diverse team to build a healthy company culture.

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?

We often hear from employers and employees that the key to staying adaptable is asking about and listening to employee needs. Employees appreciate the opportunity to weigh in; however, if you are asking, be sure to provide the changes that employees are seeking—especially when you are hearing about certain issues loud and clear. We bring our whole selves to work, which includes external stress factors that a company may not have any control over. This can be especially true during contentious election seasons, the holidays, difficult geopolitical climates—you name it. At NAMI, we recently created a resource for employees and external stakeholders on how to take care of ourselves during this election season. This included taking breaks from the news, spending time doing things for you—like listening to music, exercising, and art—trying to seek election news from non-partisan sources, acknowledging negative feelings, and more.??

Many employers recognize that focusing on employee health is not a quick fix. Sustainability in whole-person health is about making a commitment for the long haul. Employers can do so by building flexibility into their health and wellness strategies to adjust as the external world changes or their populations shift. This might mean regularly reviewing and updating health benefits, offering stress management resources during tough economic times, and pushing for supportive mental health policies when social or political landscapes shift. Data plays a big role, too; by consistently gathering and analyzing employee feedback data, employers can spot trends and address issues before they become bigger concerns. Keeping employees involved in the process and promoting a culture of openness and support around whole-person health is key to sustaining momentum and ensuring this approach stays relevant and effective over time.