Virtual mental health services: One manufacturing company shared that it saw an uptick in SUD and depression; to ensure access to appropriate care, it is partnering with a vendor through the company’s health plan to provide virtual health services and assist with scheduling appointments.

Additional EAP support: A manufacturing company hired a second employee assistance program (EAP) professional to serve the needs of on-site field managers. The company already had an established EAP provider that was remote, so this additional role will focus on supporting field operations by providing manager referrals and communications support.

Personal storytelling/testimonials: Employers are using a variety of communication approaches, including holding open discussions and personal storytelling from leadership. For example, a manufacturing company published a testimonial from an employee who utilized the mental health supports and shared that having access to the services saved their life. In the grocery-consumer products industry group, one employer hosted a vendor summit and shared additional employee testimonials.

Return on investment (ROI): Measuring ROI on mental health initiatives can be challenging. In the pharmaceutical, biotechnology and medical products industry group, one employer partnered with a mental health provider vendor that was integrated into their existing health plan so that employees could continue to see their therapists and remain in-network throughout their course of treatment, whether covered under the mental health provider or health plan. This company shared that it has not experienced as much turnover as other employers these past couple of years and attribute that in part to having robust mental health programs.

Happiness campaigns: In the pharmaceutical, biotechnology and medical products benchmarking session, one company shared it implemented a happiness tracker program that gives employees suggestions over 14 days to do at least one thing that makes them happy; employees can track it throughout the month and post, like and comment on other photos as well. While this was a low-cost initiative, it required a lot of communication from Human Resources (HR). Another company in this industry had a similar campaign where employees could submit photos and share tips on how they relieve stress and burnout. This was also a win for this company from a social connectedness standpoint, as it was inspiring to get to know and connect more with co-workers through sharing photos and talking about them on the company’s Intranet site.

Inclusivity: From a diversity, equity and inclusion (DEI) standpoint, several employers are working to ensure that the physical health activities/programs they offer employees are inclusive of all bodies and abilities. For example, not every employee wants to run a race, so offering activities like chair yoga is an alternative. This idea applies not only to on-site exercise programs but for all physical health initiatives, including those tailored to hybrid and fully remote workers.

One company in the pharmaceutical, biotechnology and medical products industry group had a segment of employees who did not feel comfortable visiting the medical clinic located at the corporate part of the campus, so clinic staff started going directly to them to offer physical health screenings (e.g., glucose and blood pressure). Another pharmaceutical, biotechnology and medical products employer offers a wellness program where employees can earn $400 for a diverse offering of preventive health activities. The company also removed a cap limit to ensure people get whatever they can in terms of preventive care. Similarly, an employer in the transportation and shipping industry also offers incentives for preventive health activities. In the insurance industry, another employer shared it implemented a lifestyle change program focused more on holistic health and less on diet and exercise.

Two financial services employers are moving their gym reimbursement programs to lifestyle reimbursement accounts (i.e., reimbursements for anything that boosts well-being).

Online triage: In the government, education and nonprofit industry group, one employer developed both an online triage and a public central benefits site to connect employees and their dependents to the physical health services faster, helping to mitigate the added stress of solutions fatigue.

Condition management: Some of the top chronic and high-cost physical health conditions employers are focused on include diabetes, cancer, musculoskeletal (MSK), high blood pressure, obesity and cardiovascular/heart disease.

To address MSK conditions and increasing demands, one employer in the aerospace and defense industry prefers to have physical therapy and athletic trainers on-site so that they can better understand employees’ day-to-day movements. This company has seen a strong ROI overall from a safety perspective.

In partnership with its medical carrier, one employer from the transportation and shipping benchmarking group provides multifaceted cancer support services which includes a second opinion service and a cancer support line that covers unique resources for rural employees and support for specialty cancers.

Targeted co-morbidity intervention: In partnership with a vendor, one employer in the banking/financial services industry took a whole-person approach and proactively identified 300-400 employees at risk for comorbidities. They were able to get those employees to commit to a program with an assigned health counselor. The company tried to mitigate any barriers as well by, for example, paying for employee gym memberships.

Refreshed campaign communications: One employer in the manufacturing industry relaunched a physical wellness campaign leveraging its existing branding but with refreshed communications demonstrating how health is holistic and about more than just eating healthy foods and taking steps. The campaign shared pictures of employees and their families away from the workplace to help illustrate that health can look different for every family. This relaunch was considered a win from both a communications and workforce strategy perspective, and it connected to the business line as well.

Special worker considerations: For younger workers/Generation Z and those new to the workforce, ensuring social connectedness is especially imperative. The DEI team from one company in the aerospace and defense industry launched a “seek/speak/listen” initiative with an emphasis on “seek,” not on “speak.” Its leadership team then tries to link the seek/speak/listen concept during meetings by actively listening and discerning employee needs to boost connectedness and trust. The “seek” component encourages proactive outreach, which is especially important in virtual meetings, where it is easier for people to become unengaged if they are remote workers or are not actively speaking/participating.

Manager empowerment/support: In the government, education and nonprofit industry, one employer hosted informal monthly meetings for managers with breakfast and sent gifts boxes to those unable to attend.

Virtual social events: A myriad of companies across industry groups hosted virtual happy hours and other remote social events for employees to connect to each other even when not on-site.

Cultivating a fun office/worksite environment: A number of companies are taking strategic actions to make the in-person office dynamic more fun and socially connected.

In the pharmaceutical, biotechnology and medical products industry group, an employer is offering free lunch for employees to come to the office on certain days to participate in social activities.

An employer in the retail/hospitality/food services industry scheduled the entire leadership team to be in the office on the third Tuesday/Wednesday/Thursday of each month so that employees can plan accordingly if they want to meet in-person. In addition, Thursday concludes with a fun happy hour. Its benefits team also schedules virtual catch-up meetings each week that are not work-related, which have proven to be a good way to connect the team.

Leveraging existing vendor services/solutions: One employer from the aerospace and defense industry discovered a "Community" feature within their preexisting benefits platform and was able to leverage it at no additional cost. The company said this change went over well, as the platform provides another communication channel and does not require much monitoring.

HR-specific considerations: In the manufacturing industry group, one company shared that for HR teams and people leaders at the frontline of designing/implementing these job satisfaction initiatives, there is a growing sense of “well-being point solutions fatigue” and “resiliency burnout.” To help with this, the employer conducted compassion fatigue and resiliency trainings for HR personnel.

Flexible schedules/work arrangements: Two employers in the aerospace and defense industry implemented flexible schedules such as 9/80 and 4/10. A 9/80 is a compressed work schedule that consists of eight 9-hour days, one 8-hour day and one day off in a 2-week period. A 4/10 schedule consists of four 10-hour days a week. The company saw increased productivity after implementing the changes.

In the technology industry, one employer shared that it has not mandated return-to-worksite (RTW) as a matter of talent retention out of concern that employees will leave the company if the flexibility is taken away. The company also rolled out dedicated 3-hour periods where there are no meetings; senior leadership is vocal about preserving and respecting these blocks of time. Another technology company instituted no (or limited) meetings on Fridays. In the U.S., this company is operating on summer hours so employees can log off early on Fridays. Moreover, in response to employee requests for more flexibility, this company changed its policy to allow all employees to work fully from home.

Immediate access to earned wages: Early paycheck programs give employees quick access to their pay as soon as they are done working/by the hour. While this may be beneficial for employees who need immediate access to their paycheck, employers recognize the potential unintended consequences (e.g., might reinforce poor financing/spending habits). As such, it is important to communicate that immediate access to earned wages is ultimately subtracted from the regular paycheck. Though most employers in the grocery-consumer products industry group do not yet have an advanced pay program in place, several shared they are hearing a lot of interest/requests from employees.

Income-based premium/offsetting compensatory loss: One insurance company implemented an initiative to offset rising premium costs by making higher paid executives cover the added difference and ensuring that employees retain any merit increases earned. In addition, a separate insurance company shared it already does income-based premiums for lower-wage employees, and another is currently looking at income-based health savings account (HSA) contributions.

Pay equity analysis: One employer in the government, education and nonprofit industry group worked with a vendor to conduct a pay equity analysis by position type and then transparently shared the findings with employees.

Refinancing program: One employer in the grocery-consumer products industry set up a refinancing program with a personal finance vendor. The vendor offers financial services such as student loan refinancing and mortgage refinancing.

Education benefit: An employer in the retail/hospitality/food services industry offers a debt-free education program that can be used by employees to get their General Education Development (GED) degree, bachelor’s degree or other certificates.

Retirement planning support: Most companies in the insurance industry offer a retirement planning solution and several have had good engagement and feedback from employees. One of these companies shared that the retirement advice is easy to follow, and the workbooks help employees figure out their specific financial situation.

Gift-matching: Two companies in the aerospace and defense industry have volunteering programs and gift-matching support in place. An employer also shared that it partners with various specialty associations to offer support programs for top-of-mind issues (i.e., heart, cancer and diabetes) affecting the community.

Children’s programs: One employer from the manufacturing industry partnered with a nonprofit to offer science, technology, engineering and math (STEM) opportunities and to engage with children in the local community. This company hosted events, including scientific educational seminars, where kids can learn about topics like electricity and a drawing contest where the winner accompanied company executives to the Indy 500.

Blood drives: Several employers in the grocery-consumer products group offered a couple of programs for community activity (e.g., blood donations), but engagement has fallen during the pandemic.

Giving platform: One employer in the retailer/hospitality/food services industry group offers a platform that encourages volunteering and charitable donations. The portal also gives an overview of all available events; from there, employees can designate options for the company’s charitable giving match.

Direct support: In the banking/financial services industry, one employer brought on a social worker, who is connecting employees with community resources if they are facing eviction or can’t pay their utility bills. In some cases, money is provided directly from the company. The program was done in conjunction with the Chamber of Commerce, and other employers are currently piloting it.