Working on employee well-being is incredibly rewarding, but also quite complex. Over the years, I’ve seen the same questions and obstacles come up time and time again. In this blog, I discuss 9 common challenges in improving well-being and share practical insights to help you move forward with more clarity and confidence. Based on my own experiences, so you can learn from what I’ve discovered along the way.
I spent a long time searching for the right starting point. Initially, I looked at data and immediately jumped to solutions. But I skipped an important step: developing a clear vision (and strategy) for well-being.
While creating that vision, I thought a lot about which theme to focus on: sustainable employability, vitality, engagement? Eventually, I concluded: the broader, the better. Employee happiness is a broad and inclusive concept. It’s important to explore relevant research so you understand which factors influence the theme—this gives you a solid foundation to build on.
Another tip: involve key people such as senior leadership or business owners when developing your vision. What’s their perspective? What do they value? It’s crucial that they understand the importance of well-being, because you’ll need their support later. Without it, the road ahead will be difficult.
Also review the organisation’s existing vision and core values. The more aligned these are with your well-being approach, the more likely it becomes a lasting, strategic focus—instead of a temporary project.
Once the vision is clear, examine the current state. In my case: how happy are our employees? And what influences their happiness at work? I used the scientifically validated baseline survey from 2DAYSMOOD. Also look at other relevant data. Why do people leave? Why do they call in sick? This gives you a clear picture of where you’re starting from.
When there’s high stress or sedentary behaviour, it might seem logical to offer yoga classes or bootcamps. But honestly? I’ve never heard anyone say they stayed at a company because of those perks. And the real problem? Those solutions rarely solve it. In my opinion, it’s a waste of resources—unless everything else is already in order, in which case it can be a nice extra.
Look at the data from your initial survey. What are people really struggling with? Use that to determine your priorities. Address the core issues first—then you can consider extras that might also add value.
Lifestyle programmes often struggle with low participation. But so do learning and development initiatives.
People usually only take action when they experience a problem—or when they genuinely enjoy something. A clearly defined problem (or root cause) gives people motivation to do something about it.
That’s why it’s important to invite people in a targeted way. For this, you’ll need insights from data, but also support from managers. Who is struggling with what? Offer something concrete to that specific group. The more focused your outreach, the higher the participation. Organisation-wide initiatives only work when you can tailor the invitation to specific needs.
One key thing I’ve learned: you won’t achieve lasting change on your own. And not with just a project group of people who are “interested” in the topic either. You might get some nice ideas and a good-looking plan—but you’ll need key figures to create real impact.
Of course, someone needs to lead the process. But more importantly, you need “drivers” at different levels of the organisation. Everyone should know their role and act accordingly. If well-being is part of your strategy, it should also be part of everyone's responsibilities.
Leadership must accept and embrace those roles—including their own—and follow through. Not just in words, but through behaviour. Set clear expectations for managers. And make sure those expectations are reflected in leadership decisions.
Managers play a key role. Their behaviour and priorities greatly influence the success of your programme—and encourage employees to adopt the right behaviours as well.
A lot of money goes into well-being programmes and training—but what’s the actual return? I started to feel like we were investing heavily, without seeing much in terms of results. But I couldn’t prove it—because I didn’t have the right data.
If you want to spend your budget effectively, you have to work with data. It helps you increase participation, address the right themes, stay focused, and make outcomes visible. It also gives you a stronger case for asking for more resources, because you can demonstrate what the investment delivers.
There are countless providers out there. And without a clear vision or data, choosing one can feel like guesswork.
Your vision and related goals help you determine whether a partner aligns with your needs. And with data, you can see where your priorities should be. Choose partners who understand your strategy, work with data, and look beyond their own offering. Those are the ones that truly add value.
Sometimes you already have data and a clear vision—but the initiatives still feel disconnected. Just because several programmes contribute to well-being doesn’t mean they’re aligned.
Everything you do should be connected. That way, people understand the bigger picture, the content becomes stronger, and the impact grows.
Well-being needs to become a strategic theme. Use data to support that integration. You need someone who can see and understand the connections—and knows how to translate them into action. Think of a leadership programme focused on behaviours that improve happiness at work. Use your data to create targeted exercises around it.
As long as well-being isn’t embedded in your strategy, it remains “something extra.” And then it keeps costing time and energy to maintain. Often the results are disappointing—or don’t show up at all.
As I mentioned earlier: it has to become part of how you work. Every initiative should come from your vision: what do you want to achieve, and why? That’s how you shift from project to long-term movement.
Here’s what I’ve learned:
Well-being is not a side project. It’s essential for building healthy, future-proof organisations. By taking these challenges seriously and addressing them step by step, you create a more positive work environment—and strengthen the foundation of your organisation.
Would you like to receive these tips as a PDF or discuss how to apply them within your organization or for your clients? Feel free to send an email to meessmit@2daysmood.nl.
For more information about the 2DAYSMOOD Partner Program, visit our page: 2daysmood.com/partners.