By Karen Corry, Senior HR Consultant
As Professional Wellness Month draws to a close, it’s time to move beyond fruit bowls and yoga sessions and ask a more pressing question: are we solving the right problem when it comes to employee wellness?
Too often, organisations equate wellness with individual perks — gym discounts, meditation apps, and lunchtime mindfulness. While welcome, these perks address symptoms rather than root causes. True wellbeing is about more than personal habits. It’s about the environment in which people work — one built on trust, safety, fairness, and growth.
A 2023 report from the CIPD revealed that while 51% of UK employers offer wellness initiatives, only 27% believe those efforts are meaningfully integrated into wider organisational strategies. That disconnect points to a need for deeper cultural change. Perks are visible. Culture is felt — and that’s where real wellbeing lives.
Some companies close to home are leading the way. Learning Pool — a Derry-founded learning tech firm — combines private healthcare, counselling, CBT access and two annual volunteer days with small gestures like free fruit. Their holistic approach earned them a top ranking in the UK’s Best Workplaces for Wellbeing 2024. The message is clear: perks work best when they support — not substitute — a culture of care and respect.
Globally, companies like Cisco and Cadence are redefining what supportive work environments look like. Cisco has introduced four paid “days for me” annually, as well as peer-to-peer mental health support and time off for crises. Cadence complements its 24/7 wellbeing programme with “recharge days” where the entire workforce pauses together. These companies aren’t just investing in individual wellness; they’re embedding wellbeing into how they operate.
Research backs this up. A 2024 Financial Times analysis found that toxic cultures, unclear expectations, and overwhelming workloads undermine even the best wellness perks. People don’t burn out because they skipped a yoga class — they burn out because they feel invisible, exhausted, or unsupported. These steps can make sense for your company’s bottom line as well; the German software company SAP estimates a 1% rise in their wellbeing index contributes €85–95 million to global operating profit.
The strongest indicators of wellbeing aren’t flashy or expensive. They’re often quiet and consistent: a manager who truly listens, a promotion process that feels fair, a team dynamic where people feel safe to fail, learn, and grow.
As we move beyond the slogans of Wellness Month, organisations need to stop asking how to help people cope and start asking what they’re being asked to cope with. Wellness should never be a patch for dysfunction. It should be the outcome of a culture where people are respected, empowered, and given space to thrive.
The companies that get this right aren’t just making people feel better. They’re creating conditions where people do better — for themselves, their teams, and their business.
To discuss any aspect, please contact Karen Corry Senior HR Consultant E: karencorry@bakertillymm.co.uk T: 028 9032 3466