Think your well-being program is trustworthy? Your employees aren’t so sure

Employers are investing time and money into comprehensive well-being programs now more than ever. Why? The pandemic has had an overwhelming impact on the physical, social, financial, and emotional well-being of employees, and millions have been prompted to rethink their jobs and careers as they seek new opportunities. The very real needs of employees and the retention challenges from the so-called “great resignation” have prompted employers to either launch or enhance corporate-wide well-being programs that address shifting employee needs and acknowledge the difficulties of work-life balance throughout the pandemic.

Yet, although well-being initiatives can be powerful recruitment strategies by differentiating potential employers’ benefit packages, engagement pitfalls continue to pose challenges.

Most employees have access to comprehensive programs, for emotional and physical well-being, health information and assessments, weight and nutrition, financial well-being and more. Yet, a large gap exists between access and participation; a 2021 study found only about one-third of employees make use of their organization’s well-being programs, despite surveys showing that they value them.

Solving the engagement problem

Strategies that are aimed at closing this gap include increasing employee understanding of program offerings, reducing stigma and apathy, and streamlining the participation process. However, new data suggests partnering with, and leveraging the brand of a well-being vendor may also be an important but overlooked, factor.

An independent survey we commissioned at WebMD Health Services in late 2021 found that employees are four times more likely to prefer an external well-being vendor over their employer. Nearly two-thirds said they prefer an external company with expertise in well-being programs compared with only one in five preferring their health plan and 16% their employer.

Additionally, employees indicated that when they know the name of the well-being vendor, they have a greater sense of trust in the program overall, ultimately resulting in higher program engagement. Across many different well-being program types, engagement in the program is higher when employees know which brand designs and runs the program versus when they are unaware.

To brand or not to brand

The study also surveyed employers, revealing that three in five share the name of the well-being vendor with employees, while 40% “white label”, i.e., and don’t. The employers that leverage third-party/vendor brands most commonly say they do it to support transparency, encourage employees to make informed decisions and to strengthen credibility in the program.

Employers that recognize the value of leveraging a credible vendor receive positive employee feedback and increased confidence that the program comes from a reliable source. These are factors that are also associated with higher participation.

Of the 37% of employers that prefer to white-label their well-being program, they most commonly point to a desire for ‘brand continuity’ and to protect employee privacy and security. Due to company policies or strict brand guidelines, employers believe a single brand with the employer’s own logo and name helps to bring a cohesive benefit offering to employees. Those that white label for security reasons do so to protect employees.

However, employees think differently, particularly when it comes to privacy and security. More than 50% prefer a third-party vendor over their health plan or employer due to their well-being expertise, keeping their best interests in mind, and protecting candid well-being data.

Missing the mark on employee concerns

Concerns around data sharing and program expertise are both limiting factors to program engagement. In fact, one-third of employees admit they worry about sharing health information with their employer and 25% question their employer’s well-being expertise.

That said, employees have indicated that they want and need well-being programs, particularly during this period of unprecedented stress, and program participation can make a difference for them and for workplace culture, while underscoring that employers want to help their employees navigate difficult times.

Shifting from a white label branding approach could help instill greater employee confidence, objectivity, and willingness to provide candid data, which could further this shared goal.

Christine Muldoon is senior vice president of strategy at WebMD Health Services.