Employee Wellbeing: Top 6 Pitfalls

In this article, we explore the top seven mistakes HR leaders make—and reveal how to avoid them—so your wellbeing programme can truly thrive in our rapidly evolving workplace.

1. Assuming One Size Fits All

Every workforce is diverse, with different roles, backgrounds and personal needs. Rolling out a blanket programme risks disengaging large segments of your employee base.

Better Approach: Gather feedback from various departments and demographics. Tailor your initiatives to meet their needs.

2. Making Wellbeing “Just an HR Initiative”

If employees see wellbeing as merely another box-ticking exercise from HR, uptake and enthusiasm will be low. Real change requires support and visibility beyond the HR function.

Better Approach: Involve senior leaders, managers and employee champions so everyone feels like they have a stake in the outcome.

3. Avoiding Data

Without data, you’re guessing what employees need—and you can’t prove ROI or track progress. Leadership may question ongoing investment if there’s no evidence of impact.

Better Approach: Use surveys, pulse checks and existing HR metrics (e.g. absenteeism, turnover, exit interviews) to understand pain points. Set measurable goals and track changes over time to demonstrate real value.

4. Focusing on Superficial Perks Over Deeper Cultural Change

Perks like free fruit, on-site massages or ping-pong tables can be nice add-ons, but they won’t solve issues like chronic stress, workload imbalance or toxic leadership.

Better Approach: Focus on cultural shifts rather than standalone perks. This might include re-evaluating workloads, empowering managers with people-centric skills, and encouraging leadership to model healthy boundaries. Once these elements are in place, additional perks can enrich an already supportive environment—rather than masking systemic issues that need real attention.

5. Over-Prioritising Tech Solutions While Underestimating Human Connection

With the rise of wellbeing apps, digital platforms and AI-driven tools, it can feel like technology alone will solve all wellbeing challenges. In practice, employees need genuine human interaction and personal support.

Better Approach: Prioritise in-person workshops, team dynamics and manager-led initiatives. Ensure technology enhances rather than replaces these human aspects.

      6. Excluding Managers from the Wellbeing Equation

If the programme only focusses on employees, and doesn’t upskill managers to be part of the wellbeing culture, you will have limited impact.

Better Approach: Upskill managers to practically support a wellbeing culture ( e.g. holding wellbeing conversations, enabling psychological safety) and role model resilience. 

Click here to learn how to transform your managers into highly resilient people leaders

      7. Failing to Align Wellbeing with Business Outcomes

When wellbeing initiatives operate in isolation from core business objectives, it can be challenging to secure buy-in from leadership and demonstrate real impact. Without clear ties to business metrics, the initiative’s value may be questioned.

Better Approach: Integrate wellbeing goals with broader organisational performance metrics. Clearly define how the programme contributes to improved productivity, retention, and engagement. 

Final Thoughts

HR professionals often feel pressure to deliver quick wellbeing wins. Avoiding these big 6 pitfalls ensures your programme is holistic, inclusive, data-driven, sustainable and deeply embedded in organisational culture. By taking a more strategic, long-term view, you’ll foster meaningful improvements in both employee experience and business performance.

Author Bio: Sandra Ordel is a Senior Business Psychologist specialising in workforce resilience and neuropsychology. She supports organisations worldwide to build resilient teams and cultures of healthy performance.