The modern American workforce is grappling with significant work-related stress. A recent study from the American Psychological Association found that 77 percent or more of our workforce experiences stress related to their jobs. Concepts like stress and burnout have become common enough to be normalized rather than properly addressed. Since we spend about a third of our lives at work, workplace wellness must be a crucial part of the overall health conversation. 

However, tackling stress and burnout effectively requires more than just short-term resolutions — it demands a shift toward building lasting habits. A study by Columbia University found that only 25 percent of people stay committed to their New Year’s resolutions past January. Now that we are further into the year, it is important to focus on habits rather than resolutions. Habits are gradually built into a routine and serve as the steps to achieving a resolution over time. The same is true for addressing workplace burnout: we need to shift focus from the end result to the process. 

Many employers create resolutions for individual employee wellness, rather than building habits of wellness into the workplace as a whole.  

Using insights from our Population Health and Wellness data and from Dr. Mishkind, deputy director at the Johnson Depression Center, we’ve compiled some examples of sustainable workplace wellness habits that can be incorporated into a company’s framework.  

While offering unlimited paid time off is seen as a step toward supporting work-life balance, it often falls short of its potential due to the work culture that surrounds it. Some employees may view it as a valuable benefit, while others may find it unattainable. Data shows that the average worker with unlimited PTO takes 10 days off per year, compared to the average American’s 17 days of PTO per year. This discrepancy reveals an important truth: the intent behind unlimited PTO often fails to align with employee’s actual behavior.  

The issue stems from employees’ uncertainty about how much time off is truly acceptable. Many mirror their colleagues’ time off, often under the assumption that taking more time off than others could be perceived negatively. Employers can remedy this by having clear communications about expectations and by checking in with employees frequently to see if their workload allows them to take time off. 

Employee Assistance Programs (EAPs) are available to most mid- to large-sized companies, with the aim of offering employees confidential resources to support mental health, counseling, legal advice and other personal challenges. According to Mental Health America, despite their widespread availability, the average annual utilization rate is just 4 percent each year.  

Why aren’t employees using the EAPs available to them? Often, it’s because they don’t know these benefits exist or find them difficult to navigate. 

To effectively increase the utilization rates of EAPS, employers must focus on making these programs more accessible and promoting them in a way that encourages usage. 

When designing workplace wellness programs, it is critical for employers to consider employees’ social determinants of health when customizing preventative healthcare programs. Researching factors such as location, education level, race and ethnicity can help employers understand how employees may experience the healthcare system. For instance, employees living in rural areas may have limited access to behavioral health services, making it challenging to secure appointments. If employees face such challenges, they may perceive healthcare as inaccessible, reducing their likelihood to seek out care altogether.  

By taking a systemic approach to employee wellness, employers can implement a framework that enhances employee satisfaction but also positively impacts organizational performance.