Why Your Culture Defines Your Well-being Program’s Success

In this issue, we cover the pivotal role that your organizational culture should play in your well-being strategy and why it makes a world of a difference in taking your program from being “just another thing my company offers” to “the way we do things here”.

If you haven’t already, download our free eBook: The Strategic Framework for Integrating Culture Into Employee Well-being.

In this resource, you’ll be able to follow the framework that we follow for our clients to create culture-rich well-being programs. You’ll also get access to some great downloadable tools and bonus content.

So, what is the definition of organizational culture?

Organizational culture refers to the shared values, beliefs, behaviors, and practices that shape how members of an organization interact with one another and with external stakeholders.

It encompasses the organization's norms, rituals, and symbols, influencing decision-making processes, communication styles, and the overall work environment.

Organizational culture plays a crucial role in determining how effectively an organization operates and adapts to changes. Hopefully, your employees continue to work for your organization because of your culture.

Wherever there is a company, there is a culture, and it's a powerful tool in motivating behavior change.

Why should a well-being program be integrated into the culture of an organization?

If you integrate your well-being program into your culture, you will get significantly more engagement in your program.

Culture is the silent force that makes some habits easy to adopt, while making others appear unfit. Employees learn their organization's culture quickly, perhaps quicker than their core responsibilities. Employees want to do well and fit in, so understanding the occupational rules of the road is critical.

When employees first join your organization, the first question they have is “how do we do things here?” They want to know how we work here.

• Is this a teaming environment, or do we work independently?

• Do we have set schedules or flexible schedules?

• What’s important, what gets measured?

• How do we communicate? Formal channels or informally?

• What is the dress code and what do most people do for lunch?

All of these are important questions and reveal information about the organizational culture. In nearly all cases, new employees are ready and willing to change their behavior to fit into the culture.

And yet, for most organizations, well-being is rarely introduced as a part of the culture. Imagine if well-being was presented as an important element of the culture:

“We take your well-being seriously here. Our organization values your mental, physical, emotional and social well-being. We encourage each other take the stairs, eat healthy, take mindfulness breaks to walk and de-stress during the workday.”

When well-being is integrated into the culture—into the “how we work here”—most people will happily change their behavior accordingly. Conversely, if well-being isn’t core to the culture, your employees will treat the program as not very important.

How can organizational culture help improve employee well-being?

In order for a well-being program to be successful, employees must buy into its mission. That buy-in happens when employees see and experience well-being woven into the culture.

When employees see senior management regularly discussing well-being, experience a steady course of integrated well-being initiatives, and see routine colleague engagement, they internalize well-being as “part of who we are.”

Sounds great, right?

Here's the problem.

Many organizations face a significant challenge: their well-being programs are often disconnected from their existing culture. The tools, platforms, and communications associated with these programs do not reflect the organization's values, leading employees to perceive them as superficial or irrelevant.

If well-being initiatives appear different from the organization's core identity, employees may not engage with them meaningfully, leading to a lack of participation and enthusiasm.

For an effective well-being program to thrive within an organization, it is essential that it aligns with the overarching culture.

When employees can see the connection between well-being initiatives and the organization's values, they are more likely to embrace these programs wholeheartedly. This alignment not only fosters a healthier workplace but also contributes to employee satisfaction, productivity, and retention.

Implications for the well-being administrator:

• Organizational culture is a critical determinant of how well-being programs are received and sustained within a workplace.

• By embedding well-being into the culture, organizations can cultivate an environment where employees feel supported and encouraged to prioritize their health and happiness.

• A true culture of well-being allows your program to grow organically and reduces the amount of work it takes for you to gain employee engagement.

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We’re committed to discussing challenges common to well-being leaders and presenting practical solutions that increase the wisdom of all well-being professionals.