The surprising power of employee choice in workplace wellness

In a world where work demands are constantly escalating, employee wellbeing is no longer just a nice-to-have but a business imperative. The statistics are stark: Increasingly across the globe, over 80% of all employees say they are stressed, employees in Singapore are clocking in an average of 44.5 hours of work in a week in 2023, and nearly two-thirds of Gen Z said they would leave organisations that did not have good mental health benefits.

This creates a significant challenge for organisations, especially as they grapple with attracting and retaining talent in a tight labour market. The good news is that there are proven strategies for organisations to intervene and empower employees to take charge of their wellbeing.

Traditionally, many organisations have focused on offering a buffet of wellness programmes – yoga classes, meditation sessions, healthy snacks – hoping these will inspire a healthier workforce. However, research suggests that a one-size-fits-all approach often falls short. Employees, with their unique needs and preferences, may not feel empowered to take advantage of these programmes, leading to low participation and limited impact.

Instead of directing wellness initiatives, a more robust approach is to empower employees by giving them choices and control over their wellbeing. This is where the concept of “permission” comes into play. When employees feel truly permitted to prioritise their own wellbeing, they are more likely to engage in healthy practices and reap the benefits.

This idea was tested by Workplace Revolution and DBS Bank, which conducted a unique workplace wellness experiment in 2022. The goal? To create spaces and environments that fostered a sense of permission, allowing employees to integrate wellness practices into their workday without feeling judged or pressured.

The experiment revealed these five key insights:

1. Awareness is key

Employees who are highly aware of wellness benefits are more likely to incorporate healthy habits into their workdays. They understand that taking breaks, engaging in mindfulness practices, or simply stepping away from their desks can boost productivity and improve their overall wellbeing.

2. Psychological safety matters

Psychological safety, impacting wellbeing, extends beyond the physical workspace. Fear of judgement from managers and co-workers prevents employees from prioritising wellness, fearing it may appear as a lack of capability or productivity.

At DBS, building a culture of psychological safety is crucial for encouraging employees to prioritise their wellbeing. While leaders and HR teams have a vital role in actively promoting wellness through training, flexible policies, and modelling healthy habits, creating dedicated wellness spaces can help to normalise these practices further and make them accessible to all.

3. Don’t assume, ask people!

Everyone recharges differently. Some may find comfort in quiet contemplation, while others need active movement to reset. Offering various wellness options and encouraging employees to choose what works best for them is essential.

DBS employees said resting, meditating, or breathing exercises were twice as effective as structured activities supporting their wellbeing at work. Hence, the experimental wellness space established included different zones and setups to give people choices about where to go and how active or quiet they wanted to be.

4. Nudge, don’t dictate

The DBS experiment showed that employees are likelier to engage in wellness practices they choose and appreciate subtle suggestions and gentle guidance on appropriate use. Physical prompts, like providing a variety of wellness spaces with different atmospheres and activities, are valued more than prescriptive programmes. Hence, the experimental wellness space established included different zones and setups to give people a choice about where to go and what to do depending on their needs and whether they were alone or with colleagues.

5. Give employees time to get comfortable with having a choice

It takes time for employees to feel comfortable prioritising their wellbeing in the workplace. During the experiment, nearly 50% of wellness space usage happened during lunch. But months later, we saw new usage patterns, with peaks in the early morning, at lunch, and mid-afternoon. This shift shows that as employees see their colleagues taking breaks, engaging in mindfulness, or using wellness spaces, they become more likely to do so themselves.

More recently, employees have also become more comfortable using yoga mats and cushions in more open areas – a change likely due to a growing sense of ;safety in numbers’ as these behaviours become accepted and more familiar over time.

DBS Bank wellness space experiment

The DBS experiment focused on creating a range of wellness spaces – from quiet meditation to active moment zones – and encouraging employees to explore them at their own pace. Initially, employees with a high awareness of wellness were more likely to use the spaces, but over time, this behaviour spread, demonstrating the power of observation and social norms.

READ MORE: Cultivating psychological safety at work: Why Asia struggles to do it

The experiment revealed that employees were most comfortable using spaces for their activities rather than following prescribed programmes. This suggests that providing options and creating a sense of permission is more effective than dictating specific wellness practices.

What the results told us

To validate the findings, we surveyed over 250 wellness space users to better understand what employees need and feel comfortable doing for their wellbeing at work. More than 90% of employees value a relaxed, private space to escape the noise and enjoy “me” time, 81% felt free to use the space as they wished, and 75% said they have tried wellness activities and plan to continue.

Across the wellness zones, employees appreciated basic activities like quiet chats, phone browsing, or taking a nap or mindfulness break. Simple designs without too many features made these spaces more inviting. This suggests that allowing employees flexibility in how and when they practice wellness – within acceptable guidelines – has boosted wellness awareness, permission and effectiveness as intended.

Most importantly, the employee benefits are ongoing and sustained, as results from a recent survey of wellness space user are consistent with the feedback we received on the original experiment spaces a few years ago. 83% of employees felt rested after using the wellness space, 82% felt safe using it as they wished, and 72% said they had tried wellness activities that they planned to continue.

Organisations looking to create a truly effective wellness culture can learn from DBS’ experience. As the workforce grows younger, this new generation of employees brings divergent expectations of workplace wellbeing. While Gen Z’s openness about mental and physical health can help normalise wellness at work, it is crucial to remember that all employees, regardless of age, have unique needs and preferences. By prioritising employee choice, creating a culture of psychological safety, and offering various wellness options, organisations can unlock the potential of their workforce, leading to happier, healthier and more productive employees.

Start by asking your employees what they need to feel empowered to prioritise wellbeing. Then, create a workplace culture that allows them to make those choices. The results will be well worth the effort.

About the Author: Dr Caroline Burns is an independent director on a number of boards and managing director of Workplace Revolution.