A trio of CHROs share the secrets to their successful employee wellness programs.
By Debbie Bolla
The needle on employee wellness has moved drastically over the last few years. It was once a nice-to-have and now it’s often a pillar of company culture. If fact, Wellable finds that a whopping 91% of companies plan to invest even more in mental health offerings. Luckily, we have three experts who have done just that for their organizations. Learn more about how this trio of HR leaders execute employee wellness through all-encompassing, AI-enabled mobile-friendly programs, and the impressive results they are experiencing.
Our Experts:
Susan LaMonica
Chief Human Resources Officer
Citizens
Garri L. Brown, SPHR, MPE
Chief People and Culture Officer
The Port of New Orleans
Lisa Nadler
Chief Human Resources Officer
Integral Ad Science
HRO Today: What are your wellness offerings and what benefits have you experienced?
Susan LaMonica: At Citizens, we don’t see wellness as a box to check—it’s baked into how we operate. Our whole-person approach covers physical, financial, mental, and social health. We’ve rolled out programs like “Active Fit Direct,” which makes fitness memberships more accessible, and enhanced our “Family Care Assist Program” to address caregiving challenges, ensuring colleagues can navigate their personal and professional responsibilities seamlessly. Our “Move for Mental Health Challenge,” part of our broader mental health awareness initiatives, saw 3,500 participants collectively log steps while raising $30,000 for Mental Health America.
But these programs go far beyond surface level impact or feel-good initiatives—they are core drivers of performance and innovation. Our colleague sentiment surveys back this up: 84% of our colleagues are proud to work here and 78% feel a sense of belonging, which translates into higher engagement and lower voluntary turnover rates.
This investment in our people also supports our reputation as a destination for top talent. Programs like our “Citizens Academies” have helped over 8,000 participants last year build in-demand skills, creating a more skilled and adaptable workforce that fuels organizational growth. When colleagues feel valued and cared for, their engagement, loyalty, and performance naturally follow.
Lisa Nadler: Integral Ad Science’s “Well on Your Way” program takes a holistic approach to wellness, recognizing that well-being means different things to different people. This comprehensive initiative supports social, physical, intellectual, financial, environmental, and spiritual wellness. By prioritizing employee well-being, we have successfully stabilized healthcare costs over four years, enabling us to enhance benefits without increasing premiums. Additionally, we’ve expanded our financial wellness offerings, including broad-based equity programs and an employee stock purchase plan (ESPP), to help employees build long-term financial security and wealth accumulation. These investments have strengthened employee engagement and retention, contributing to a more committed workforce.
We aim to embed wellness into our company culture. At IAS, wellness isn’t just a program—it’s part of how we work and lead. From manager training on stress management to fostering a culture of flexibility and inclusivity, we ensure that well-being is a core element of the employee experience.
Garri L. Brown: The Port of New Orleans recognizes that our employees are our most valuable asset. To that end, we offer a comprehensive benefits package that extends beyond traditional healthcare. This includes investments in employee growth through tuition reimbursement and professional development programs, as well as supportive policies like paid parental leave for both parents. Our comprehensive benefits package, including robust wellness programs, sets us apart as an employer. This allows us to attract and retain a highly skilled and engaged workforce. As a result of these programs, the Port’s employee retention rate surpasses both the Louisiana State average and industry benchmarks. Over the past three years, our retention rate has consistently ranged between 92% and 96%.
HROT: How does wellness help drive business results?
LaMonica: When you prioritize people’s well-being, you unlock higher rates of engagement, retention, and performance in tangible ways. For example, 87% of our colleagues report feeling that their team values diverse perspectives, and 83% plan to stay with us for at least another year. That sense of loyalty and belonging is no accident—it’s the outcome of intentional investment in well-being.
We’ve earned recognition for these efforts, including Cigna’s “Healthy Workforce Designation,” which affirms that we’re setting a high standard. Programs like our recently launched “Colleague Emergency Assistance Fund” will take this a step further, ensuring colleagues feel supported during life’s unexpected challenges.
We have seven business resource groups that are open to every colleague to join and provides an opportunity for all colleagues to contribute to creating an inclusive environment for all those we serve. Membership drives greater connectedness which contributes to creating an inclusive environment where everyone feels a sense of belonging. And the results speak for themselves: When colleagues feel valued and a sense of belonging, they are more engaged, stay with us longer, and perform better for our customers.
Brown: We encourage employees to “bring their whole selves to work.” However, this implies acknowledging that employees also bring their challenges like financial struggles, family concerns, and other personal issues to the workplace. Our wellness program aims to go beyond simply improving employee health. It’s about enhancing the overall well-being of our employees and their families by providing resources and support in areas like financial counseling, personal development, and addressing financial concerns.
Employee engagement is directly linked to company success. When employees feel truly supported, they are more likely to contribute significantly to the organization’s goals. At the Port of New Orleans, we believe this to be true, as evidenced by our record-breaking cruise numbers and other revenue streams.
Nadler: Wellness directly impacts engagement, retention, and overall performance. At IAS, “Well on Your Way” and our talent development programs have led to a 50% reduction in voluntary attrition (from 24% to 12%), a 24% increase in internal promotions, and a 17% improvement in engagement scores related to benefits offerings and 7% in career development areas. These outcomes highlight that investing in employee wellness fosters a healthier, more fulfilled workforce while also driving business growth by improving productivity and reducing costs associated with turnover and recruitment.
HROT: In what ways does AI aid your program?
Nadler: AI plays a key role in optimizing our wellness and benefits programs. IAS offers ALEX, an AI-powered benefits selection tool that helps employees choose the right plans for themselves and their families. Our compensation tool leverages AI to analyze large datasets, identify market trends, and ensure pay equity—streamlining decision-making and providing more precise insights. Additionally, our learning management system (LMS) curates personalized development opportunities based on employees’ skills, experience levels, and interests, supporting their intellectual wellness and career growth.
Brown: AI has helped revolutionize Port NOLA’s employee wellness programs. For example, the Port of New Orleans uses an online benefits decision tool powered by AI. This tool guides employees toward personalized wellness information by analyzing their responses to simple health-related questions, including identifying the most suitable medical plans. As a result, our employees are better equipped to access relevant resources and make informed decisions that benefit their families’ needs. We annually conduct an employee survey to assess their experience with the annual enrollment process. The introduction of the benefits decision tool has significantly improved employee confidence in selecting the right healthcare plan. In our latest survey, 89% of our workforce expressed confidence in their plan selection.
LaMonica: Generative AI has brought on a new even faster pace of change that will fundamentally transform the banking industry and the way we work. AI is already playing a transformative role in supercharging our colleagues as we have begun to test aspects of the technology in select areas. We are also implementing a Gen AI tool to replace a legacy app in our contact centers, which helps representatives quickly and better answer questions about products and features. It helps colleagues spend more time building meaningful relationships with customers – contributing to a healthier, more engaged workforce and reducing stress.
HROT: Is your program mobile friendly and what impact does that have?
Brown: At the Port of New Orleans, over 50% of our dedicated workforce operates off-site, contributing significantly to our operations on the Mississippi River through their work on cranes, dredges, and waterfront activities. We understand the importance of accessible wellness resources for these exceptional employees. Therefore, our HRIS systems, including our internal wellness applications, are designed to be phone accessible. The shift to mobile friendly applications, has increased employee participation among our off-site employees. For example, in 2023, our participation rate was 52%. In 2024, over 78% of our off-site employees are participating in our wellness programs. The Port has seen improved attendance rates across the board.
Nadler: Our wellness program is accessible via mobile platforms, ensuring flexibility for our distributed and hybrid workforce. Employees can access health resources, mental wellness tools, and financial education anytime, anywhere. This accessibility has driven higher program engagement and reinforced our commitment to supporting employees in ways that fit their lifestyles.
LaMonica: We’ve intentionally built our programs to meet colleagues where they are, including on mobile platforms. From a colleague well-being perspective, we provide colleagues and their families access to a suite of digital well-being platforms and are able to offer support whenever and wherever a need arises. These digital platforms include a robust well-being navigator, mental health and resilience solutions, and even digital physical therapy. By empowering colleagues to recognize each other’s contributions wherever they are, we’re reinforcing collaboration and fostering an environment where people feel seen, valued and motivated to perform at their best.
HROT: How do you see wellness evolving in 2025?
Nadler: At IAS in 2025, wellness will become even more personalized and AI-driven, with a stronger emphasis on mental health and stress management. We will continue to integrate holistic, proactive programs tailored to individual needs, ensuring employees receive the right support at the right time. Flexibility, accessibility, and preventive care will remain top priorities as we cultivate a sustainable work environment where employees can thrive both professionally and personally.
LaMonica: We see the future of wellness moving well beyond traditional benefits and become much more deeply entwined with how we design and experience work. It’s about something more dynamic, where day-to-day interactions actively support colleagues across their physical, mental and emotional well-being.
Brown: I envision 2025 as a year where employee wellness expands beyond the individual, embracing a more holistic approach that includes family members like spouses, children, and others. This shift recognizes that our well-being is deeply intertwined with our relationships and daily interactions. A strong connective tissue exists between our personal and professional lives, highlighting the importance of fostering a supportive and inclusive environment. In 2025, we can expect to see a greater focus on family-oriented wellness initiatives that are not only sustainable but also truly meaningful and impactful.
