The Case for Organisational Accountability in Employee Wellness

Employee wellness. Employee engagement. Employee health. All these programs have one thing in common—they begin with “Employee.” And rightly so. These initiatives are designed with the employee’s well-being at their core.

But here’s where it often goes wrong.

When participation drops or enthusiasm fades, the response is almost always reactive—more nudges, more reminders, more internal promotions. It becomes a cycle of chasing participation, often subtly placing the burden of action on the individual.

It’s like handing every employee a sophisticated fitness tracker, setting wellness goals for them, and then stepping back—assuming that access equals action. But the truth is: not everyone interprets wellness the same way. Not everyone has the same motivation, time, or barriers.

But here’s a more honest question we need to ask: Are we designing wellness programs that are truly worth engaging with? Or are we simply putting the onus on employees to do more, with less context, support, or flexibility?

A Case in Point: The Umbrella That Didn’t Fit All

Think of it like distributing the same size raincoat to every employee during monsoon season. The gesture is thoughtful. The organisation is preparing for the storm. But not everyone faces the rain in the same way.

Some bike to work. Others carry gear that needs protection. A few may live in areas where it barely rains at all.

The intent is genuine. The investment is real. But without context, even a well-meaning solution can miss the mark.

Culture Begins at the Top

Wellness programs gain true momentum when they are championed from the top. Leadership visibility and endorsement are not symbolic gestures — they are cultural cues. When leaders participate, speak up, and make space for well-being, they give teams the permission and confidence to prioritise their own health.

We recently had the opportunity to work with a leading infrastructure organisation responsible for building and maintaining critical public assets across India. The wellness initiative needed to reach 53 locations, including several remote project sites.

What stood out was how seamlessly wellness became part of the organisational rhythm — not because of reminders or campaigns alone, but because the message came from the top. With regular encouragement from the Chairman and the CHRO, wellness became something employees felt supported to engage in, not obligated to.

The result?

• Over 1,000 health checks completed

• 83% employee participation

• Engagement across 41 remote locations

• Positive feedback and high morale across field teams

This experience reinforced a valuable insight: leadership support doesn’t just improve participation — it builds trust. And when wellness is framed as a shared commitment rather than an individual responsibility, people are more likely to take that first step.

Every organisation is on its own wellness journey. What matters most is the intent to evolve — and that evolution often begins with a simple question: Are we making it easier for our people to choose health?

If you're looking for answers, we're here to help. Connect with our wellness experts to explore tailored solutions that align with your workforce and culture. 📩 Write to us at customersupport@myhealthmeter.com 📞 Or call us at 022 68 490 490

Let’s build a healthier, more engaged workplace — together.