June 2026: Supporting Employee Wellbeing — How to Drive Wellness Participation the Right Way

Dear HR Manager,

Our organization offers several wellness and mental health resources, but employee utilization remains low. How can we encourage participation without making employees feel pressured or invading thier privacy?

— Committed to Supporting Employees, 

Dear Committed,

Low utilization doesn’t necessarily mean employees don’t need the benefit; often it means they are unaware of available resources, unsure how to access them, or concerned about confidentiality.

Start by evaluating how these programs are communicated. Employees should regularly hear about available resources throughout the year, not just during open enrollment. Use multiple communication channels and focus on practical scenarios employees may encounter.

It is equally important to emphasize privacy protections. Employees need reassurance that participation in wellness programs, employee assistance programs, and mental health services remain confidential and separate from employment decisions.

Consider asking managers to have conversations about wellbeing without asking about personal health matters. Leaders can help create an environment where seeking support is viewed as a sign of self-awareness rather than weakness.

— HR Manager

Building Benefits That Employees Actually Value
 
As benefit costs continue to rise, many employers are asking the question: How can we deliver meaningful value to employees without dramatically increasing spending?

The answer may not be adding more benefits. Instead, it may be helping employees better understand, access, and appreciate the benefits already available to them.

Organizations frequently invest significant resources in health plans, retirement programs, wellness initiatives, employee assistance programs, and voluntary benefits. Yet utilization rates often remain surprisingly low. Employees can’t value benefits they don’t understand, and confusion frequently leads to underuse.

The Communication Gap

Annual enrollment meetings and benefits guides are important, but they are rarely enough. Employees face an ongoing stream of life events—marriage, parenthood, caregiving responsibilities, financial challenges, and health concerns—that affect their benefit needs throughout the year.

Leading employers are moving beyond enrollment-focused communication and adopting year-round benefits education strategies. They provide timely reminders, targeted resources, and practical examples that help employees connect available benefits to real-life situations.

For example:

• New parents may need reminders about dependent coverage, parental leave, and flexible spending accounts.
• Employees caring for aging parents may benefit from information about employee assistance programs, mental health resources, and caregiving support.
• Early-career employees may need guidance on retirement planning and financial wellness programs.

When communication is tied to employee needs rather than administrative deadlines, engagement increases significantly. Clearly describing the benefit in plain language and using multiple formats (email, video, fact sheets, in-person meetings) can help boost employees’ understanding of their benefits.

Measuring Value Beyond Participation

Benefit success should not be measured solely by enrollment numbers. HR leaders should evaluate whether programs support broader organizational goals such as retention, productivity, engagement, and employee wellbeing.

Questions worth asking include:

• Are employees aware of available resources?
• Do employees understand how to access support?
• Are benefits helping reduce workplace stress?
• Do employees perceive the organization as caring about their wellbeing?

The answers often reveal opportunities to improve employee experience without introducing additional programs.

A Strategic Opportunity

In today’s competitive labor market, benefits remain one of the most visible expressions of an employer’s commitment to its workforce. Organizations that focus on communication, accessibility, and employee understanding can often achieve greater impact from existing investments than those that simply add new offerings.

The most effective benefits strategy is not necessarily the most expensive. It is the one employees understand, trust, and use.