By shifting focus to flexible well-being offerings, HR leaders can support employees while managing costs and increasing utilization.

By Maggie Mancini

As HR leaders grapple with rising employee expectations, shrinking budgets, and pressures to show the return on investment for their people-focused initiatives, one thing is clear: Employee well-being is no longer a perk, but a key performance driver. Nearly three-quarters (74%) of employees say improving their well-being is more important than advancing their careers, according to research from Deloitte. Even more, data from Gallup indicates that disengaged employees cost the global economy $8.8 trillion in lost productivity—equal to 9% of global GDP.  

When employers deprioritize wellness, the consequences ripple across all parts of the organization. Recently, HRO Today sat down with Amanda Martell, director of human resources at LifeSpeak Inc., to discuss what’s really working in workplace wellness, and how HR leaders can leverage personalized well-being solutions to support employes while increasing ROI.  

HRO Today: Employers are increasingly shifting from outdated, one-size-fits-all wellness programs to integrated solutions proven to drive performance, retention, and ROI. What are some examples of these well-being solutions? 

Amanda Martell: We’re seeing a shift toward more thoughtful and flexible wellness offerings that are designed around the realities of employees’ lives. That might include on-demand mental health content, virtual fitness and nutrition tools, caregiver support resources, and even platforms that guide employees through personalized wellness journeys. At LifeSpeak, we focus on creating resources that reflect what people are dealing with, like navigating hormonal changes or menopause, to managing feelings of loneliness or stress. These are the things that have a real impact on performance, and they’re often overlooked by traditional wellness programs. 

HROT: Going along with that, how can personalized well-being benefits help employees manage their physical, mental, financial, and social well-being in the workplace and beyond?  

Martell: Personalized benefits encourage employees to take care of their whole selves, whether they’re managing stress, navigating parenting, or trying to improve their sleep and nutrition. When employees have access to tools that align with their specific life stage and challenges, they’re more likely to engage with them. That proactive engagement leads to better performance and stronger retention overall. 

HROT: What are some simple, data-driven ways that HR leaders can provide crucial support to employees navigating burnout and exhaustion in the workplace?  

Martell: The first step is listening to the signals that employees are sharing. Whether it’s through pulse surveys, benefits utilization data, or manager check-ins, HR leaders can often identify where burnout is starting to take shape. Once those patterns emerge, the key is offering accessible support. That could mean putting more emphasis on the use of wellness resources or simply normalizing conversations about stress and burnout. It’s also important to train managers to recognize when their teams are struggling and give them the tools to support those employees in the moment. 

HROT: What are some best practices for employers looking to enhance their wellness offerings as employee expectations for support has grown in recent years?  

Martell: Start by looking at your workforce as a whole and then dig into the variety of needs within it. Do your programs address caregivers? Are they relevant to younger employees or supportive of women’s health across different life stages? Wellness should never be one-size-fits-all. Make sure your resources are easy to find and use and available across different formats or platforms. And most importantly, talk about them. The more you normalize the use of wellness tools, the more embedded they become in your culture. 

HROT: What role does leadership play in shaping wellness culture? 

Martell: When executives and managers openly talk about their own use of wellness resources or encourage others to take care of themselves, it sets the tone for the whole organization. It creates a sense of safety and permission that often leads to greater engagement across the board. We need to normalize workplace wellness culture by creating an open conversation around these topics and encouraging your employees to do the same.