By Emily Jones, Head of Workplace Wellbeing
As organisations grapple with higher levels of employee mental health referrals, demographic shifts and more complex people needs, it’s clear that traditional workplace wellbeing initiatives are no longer enough. The future of your employees’ health and wellbeing must be more preventative, more attuned to gender and generational differences, and far more reliant on confident, well-supported line managers if it is going to be effective.
In this article, I discuss the challenges shaping workplace wellbeing – and the changes that are needed to ensure you have healthy, resilient, high-performing employees in the years to come.
These insights are from a roundtable I hosted for a group of senior HR leaders and two workplace wellbeing experts: psychologist Simon Brittz and Dr Jane Benjamin MD of HCA Healthcare.
Although the perspectives came from different sectors, the pressures shaping employee wellbeing were consistent. Rising demand, widening demographic needs and increasing organisational complexity are pushing HR teams to rethink what effective wellbeing in the workplace truly requires.
One-size-fits-all wellbeing no longer works
Recognising gender and generational differences in how employees access and respond to support is fundamental to any effective wellbeing strategy.
Psychologist Simon Brittz highlighted a striking statistic: three-quarters of suicides are men. But men, particularly older men, are significantly less likely to engage with counselling or psychological services. Younger men, in contrast, are more willing to talk openly and often use the support available to them more proactively.
Women’s health also needs more deliberate attention. Menopause continues to have profound impacts on physical and mental health, while many male colleagues and managers often feel unsure how to respond constructively.
These are some of the demographic differences that present challenges for HR teams, but they also reinforce a simple truth. Generic messaging rarely resonates.
Effective wellbeing communication requires segmentation – tailoring language, examples and channels so that employees see themselves reflected in the support offered. Even small changes, such as inclusive imagery or senior figures sharing their own experiences, can create permission for others to engage.
Prevention must take priority
Understanding which employees need support – and how they engage with it – is only part of the solution. The next step is shifting from crisis response to prevention. Psychological referrals now account for a significant proportion of occupational health cases, usually appearing only when someone is already struggling.
A preventative approach means giving employees tools and techniques earlier in their journey – helping them recognise their own warning signs, access support before issues escalate, and understand how to manage pressure during challenging periods of work or life. Increasingly, employees are using Employee Assistance Programmes (EAP), counselling or coaching pre-emptively, and organisations should view this as a sign of cultural maturity, not cost.
Not everyone will be able to avoid difficult periods, but your employees can be better equipped to navigate them. Prevention builds resilience, reduces absence, and ultimately costs far less than prolonged intervention.
Wellbeing in action
One clinician shared an example of an employee who had been signed off by her GP for 12 months.
While she was not ready to return to work immediately, the clinician felt that a long absence would not support her recovery. Instead, a clinical review was carried out and a structured, staggered return-to-work plan was agreed, with regular check-ins and close involvement from HR.
Within six months, the employee had fully returned to work and felt significantly more confident. Although some physical health issues remained, the anxiety that had driven her absence had largely resolved once she had a clear plan and support in place.
The clinician noted that without early intervention, a full year away from work could have made a return far less likely.
Culture, communication and inclusion are still the strongest low-cost levers
Prevention is far more effective when it is rooted in culture – but cultural change does not require large budgets. Visible leadership support remains one of the strongest drivers of engagement, particularly when senior figures speak openly about their own experiences.
When employees see senior people normalise challenges such as stress, menopause, caring responsibilities or periods of poor mental health, it reframes support-seeking as being responsible rather than remedial.
People respond to stories, not feature lists. Psychologically safe spaces – from informal catch-ups to consistent check-ins or shared team rituals – help employees feel connected and more willing to speak honestly. These cues often shift behaviour more effectively than new products or standalone initiatives.
Continuity is critical. Wellbeing initiatives rarely fail because of poor quality, they falter when communication is sporadic or reliant on isolated campaigns. When messaging is consistent and reinforced across teams, life stages and demographics, employees start to trust that wellbeing is embedded rather than episodic.
Many organisations find value in developing internal champions who reflect the diversity of their employees. These individuals can translate high-level wellbeing messages into language and examples that resonate locally, helping to bridge the gap between strategy and day-to-day experience. When employees hear the message from trusted peers, it feels authentic, relevant, and actionable.
Manager capability is the biggest determinant of success
Beyond champions, the day-to-day role of line managers is one of the most influential factors in turning a strong employee wellbeing strategy into positive lived experience. Managers are often promoted for technical excellence rather than people leadership, but they are still expected to recognise subtle behavioural changes, ask the right questions and guide employees toward appropriate support.
Strengthening manager capability means building confidence in three areas:
- Noticing early signs that someone may be struggling
- Initiating meaningful conversations and asking questions that invite honesty
- Understanding the organisation’s support pathways and when to signpost
Boundaries matter too. Managers are not clinicians, and they need clarity on what sits within their role and when to escalate. When managers feel equipped to notice, ask and direct, challenges with employee wellbeing can be addressed long before they reach a crisis point.
The future of wellbeing is challenging – are you ready for what’s next?
Many organisations offer a wide range of wellbeing activities, but without a clear strategy those efforts can become fragmented and less effective. Broadstone helps HR leaders step back and interpret what their data is really saying – whether it’s EAP usage, claims experience, absence patterns or demographic trends.
Together we can identify gaps, overlaps and underserved groups, and help build a strategic framework that aligns all wellbeing activity. We also draw on clinical expertise to ensure programmes are evidence-based and resilient to changing legislation, employee demographics and emerging needs.
A strategic workplace wellbeing approach is not about ticking boxes. It is about creating a coherent, sustainable structure that supports your employees consistently and adapts to the realities they face.
Turn your employee wellbeing into a strategic advantage. Our consultants bring experience, expertise and practical solutions to help you build healthier, more engaged employees.
