A Whole-Person Health Approach: How Employers Are Building the Diverse and Inclusive Workforce of Tomorrow

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 Ellen Patterson, chief impact officer, EverFi, 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. As an employer, how do you envision a whole-person health approach in the workplace and in community investments from the employer?

We believe that organizations have a responsibility to embrace a comprehensive approach to whole-person health both in the workplace and through community investments.

Purpose-driven organizations know that younger generations are looking for a workplace with values that align with their own, making purpose a big part of where Millennials and Gen Z are choosing to work. Additionally, research from McKinsey has shown that employees who feel a sense of purpose at work report higher rates of satisfaction and excitement about their jobs. They have stronger engagement with their organization compared to workers who feel less of a connection or less fulfilled at work. We see this playing out through the employee engagement initiatives that these companies undertake; this could be matching employee donations to organizations that matter to employees, providing opportunities and time to volunteer with organizations in the community, and aligning the organizations the company provides grants to with those issues that matter most to employees.

There is also a strong connection between driving employee engagement and well-being. Companies are starting to look at how they can better collaborate across functional areas (e.g., corporate social responsibility [CSR]; diversity, equity, and inclusion; human resources) to build a more holistic employee experience, including looking for opportunities to link well-being and CSR initiatives. Data have shown that “give back” activities, such as volunteering and giving, have positive implications on mental, social, and physical well-being. The same is true in return: Those employees in a positive state of well-being are more likely to participate in CSR activities.

In addition to promoting whole-person health within the workplace, leading companies also have a responsibility to invest in the health and well-being of the communities they serve. This involves supporting initiatives that not only address physical health but also mental, emotional, and social well-being. This could look like an organization investing in programs and initiatives that promote holistic health outcomes, including supporting access to health-care services, mental health education, safe and responsible social media use, and/or programs aimed at preventing addiction.

Our partnerships with leading organizations enable us to deliver educational programs that promote financial literacy, digital wellness, social-emotional learning, and other critical skills to students and communities globally. These programs empower individuals with the knowledge and skills to make healthy choices and thrive in all aspects of their lives.

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

Companies with a strong sense of purpose—including one that prioritizes whole-person health—perform better across several business metrics. Consumers are four to six times more likely to buy from, champion, and defend companies with a strong sense of purpose. Purpose-driven companies witness higher market share gains and grow on average three times faster than their competitors while achieving higher employee retention and customer satisfaction.?

Companies that do not prioritize purpose and a commitment to whole-person health may find themselves struggling to keep up with the competition and losing out on hiring and retaining the best talent while also losing trust amongst consumers.

From a broader perspective, overlooking whole-person health and the role companies can play in supporting this in their communities can also perpetuate societal inequalities. Certain populations, such as those facing economic hardship or systemic barriers, may be disproportionately affected by health disparities. By not addressing these inequities through initiatives that promote holistic health, companies risk perpetuating existing social injustices and widening health disparities among their workforce and in the communities they serve. Companies have a unique opportunity to develop their future workforce, including investing in the workforce of the future to ensure they have the skills needed to help their business succeed. As part of the work to address social inequalities, companies can help build the diverse and inclusive workforce of tomorrow.

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

Purpose-driven organizations are uniquely positioned to lead the charge of normalizing and achieving a whole-person health approach both internally and within the community. A few ways they can do this include:

• Provide Education and Resources Internally: Organizations can offer educational resources and training to employees on topics that help them build an inclusive work environment, empowering individuals to take control of their well-being. Additionally, employee resource groups provide a space for employees to come together based on shared interests or causes, location, or even based on what stage of life they are in.
• Offer Opportunities for Employees to Give Back: Employees are looking for organizations that are active in the community and provide opportunities to easily give back. Whether through employee engagement programs that include matching charitable donations, community volunteer opportunities, or powering community investment through grants, employers have a unique opportunity to engage employees in their community investment efforts and are uniquely positioned to incentive employees to engage and give back in their local communities, be that through volunteer grants, volunteer for vacation programs, or other reward programs.
• Invest in Your Community: Purpose-driven companies are uniquely positioned to bring critical education that supports whole-person health to the communities they serve. Schools need access to consistent resources that are standards-aligned and support their need to engage students on topics like mental wellness, prescription drug safety, and vaping. In addition, investing in local communities is an investment in potential future employees or customers.
• Measure and Evaluate Impact: Companies can track and evaluate the impact of their whole-person health initiatives to ensure they effectively meet the needs of employees and the community. This involves collecting data on key metrics such as employee satisfaction, engagement, absenteeism, and health outcomes, and using this information to inform future decision-making and programmatic improvements.

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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?

There is not just one person who owns the responsibility of integrating whole-person health across an organization or in the surrounding community. Embracing the importance of this work into the company culture starts at the top. Buy-in and involvement from the C-suite is necessary to set the tone that the company is practicing what it preaches and investing in its employees and the communities it serves. In addition to executive buy-in and support, this work should be fully aligned to the mission and vision of the organization and should offer an opportunity for employees to not only know their company values but to actually bring those values to life through their well-being and give back (CSR) activities. It is apparent—even palpable—to employees, customers, and other key stakeholders when a company has authentically made a significant commitment to whole-person health.

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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 have worked in this arena for the last 16 years, supporting companies as they work to develop lasting relationships and impact in the communities they serve. A few key steps we follow and would recommend to others:

• Continuous External Landscape Monitoring and Assessment: Regularly monitor and assess the external environment to identify emerging trends, challenges, and opportunities related to whole-person health. This could involve staying informed about changes in health-care policies, economic indicators, social determinants of health, and cultural shifts that may impact employee well-being.
• Flexibility in Program Design: Design wellness programs and community impact initiatives with built-in flexibility to accommodate changes in the external environment. This could involve offering a diverse range of resources and support services that can be adjusted or expanded based on evolving needs and priorities.
• Partnerships and Collaboration: Leverage partnerships with external organizations, government agencies, and community stakeholders to address whole-person health challenges collaboratively. By working together, resources and best practices can be shared, and impact is amplified.
• Data-Driven Decision-Making: Use data analytics and insights to inform decision-making related to whole-person health. By tracking key metrics such as employee engagement, health outcomes, and program utilization, employers can identify areas for improvement and adjust their strategies accordingly.