Many well-meaning leaders fall short when it comes to strategies to improve employee well-being. Often they default to familiar, check-the-box wellness initiatives.

With the U.S. wellness market topping $2 trillion  and organizations spending between $150 and $1,200 per employee per year on wellness, it’s clear that the return on investment isn’t where it should be.

Efforts to improve employee well-being must go beyond surface-level programs. They require thoughtful design, policies that support implementation, and a willingness to tailor approaches to different workforce needs. There’s no one-size-fits-all solution that works for every team or industry.

So, what should organizations be doing differently?

The workplace is an intricate system with interdependent parts that influence each other. A holistic approach is needed to consider the full complexity of employee well-being across the enterprise.

In their book, Why Workplace Wellbeing Matters: The Science Behind Employee Happiness and Organizational Performance, De Neve and Ward outlined six key drivers that influence employee well-being:

1. Development and Security

Job stability and career growth shape employees’ confidence in the future. Employees need opportunities to learn and advance.

2. Relationships

Meaningful relationships—beyond just having friends at work—fuel a sense of belonging. Trust and inclusion are at the heart of thriving workplaces.

3. Independence and Flexibility

Autonomy over when, where, and how work gets done empowers employees. But, this must be intentionally designed to avoid overwhelm and burnout.

4. Variety and Fulfillment

Work should be engaging and purposeful, allowing people to use their strengths and feel a sense of achievement.

5. Earnings and Benefits

Fair compensation matters. But beyond a certain point, it’s not about the money—it’s about being valued for the work you do.

6. Risk, Health, and Safety

Ensuring that employees’ physical and mental health are protected, and not sacrificed in the name of productivity, is vital to long-term well-being.

De Neve and Ward point out that the six DRIVERs, though distinct, overlap and influence one another. Taken together, they offer a framework for leaders who want to drive system-level cultural changes for employee well-being.

And most organizations already have the data. They know how their workforce is doing—or not doing. The opportunity lies in using that data to prioritize where to focus attention and resources.

To make the business case for well-being, organizations need to zoom out. Rather than focusing solely on productivity metrics, consider the organization as a whole.

Well-being and business success are not in conflict. Investing in employee well-being doesn’t detract from the bottom line—it strengthens it. De Neve and Ward note that “companies with higher levels of employee wellbeing have higher valuations, stock market returns, greater sales growth, stronger earnings to asset ratios, and more frequent earnings surprises.”  

Work and life are not separate. They are deeply intertwined and integral to our overall sense of well-being.

How people feel at work affects how they perform and the overall performance of the organization. Further, it shapes the broader culture of well-being in the workplace. 

The human case for employee well-being has been well made. Gallup’s Engagement in 2025 and Beyond report reinforces this truth: When employees feel well, they are more likely to feel connected. And when they feel connected, they show up differently—in their work, with their teams, and for the organization.  

Workplace well-being is a systemwide priority. So, what action will you take to improve the drivers influencing your workplace well-being?