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Workplace wellness programs are not only beneficial for employees, but also for employers. They can improve employee health, happiness, productivity, engagement, retention, and loyalty. They can also reduce absenteeism, turnover, healthcare costs, and workplace injuries. Not all wellness programs are created equal though, they are often outdated, ineffective, or irrelevant for the changing needs and preferences of today’s workforce. It’s important to periodically review and evaluate your wellness program and adjust as needed. Stepping back and identifying gaps and/or redundancies in your current wellness structure can help you develop an agile, equitable, inclusive program designed for the workforce of the future. Here are some steps you can take to optimize your wellness program: Conduct a needs assessment. Assess the current state of wellness and well-being in the organization. Find out what their health goals, challenges, interests, and preferences are. You can also use data from your existing wellness program, such as participation rates, feedback, outcomes, and return on investment (ROI) to identify what works and what doesn’t. Design the desired state of wellness and wellbeing in your organization. Based on the needs assessment, set clear and realistic goals for your wellness program. What do you want to achieve? How will you measure success? How will you align your wellness program with your organizational vision, mission, values, and culture? Choose the right interventions and incentives. Select the wellness activities and benefits that best suit your employees’ needs and preferences. You can use a variety of approaches, such as education, coaching, counseling, fitness, nutrition, mindfulness, stress management, financial wellness, social wellness, etc. You can also offer incentives to motivate and reward employees for participating in the wellness program, such as recognition, prizes, discounts, vouchers, etc. Communicate and promote your wellness program. Make sure your employees are aware of and informed about your wellness program. Use multiple channels and methods to communicate and market your wellness program, such as newsletters, emails, posters, flyers, intranet, social media, etc. You can also use testimonials, stories, events, challenges, contests, etc. to create buzz and excitement around your wellness program. Implement and monitor your wellness program. Execute your wellness program according to your plan and budget. Provide adequate resources and support for your employees to participate in the wellness program. Monitor the progress and performance of your wellness program using the metrics you defined earlier. Collect feedback from your employees and stakeholders on their satisfaction and experience with the wellness program. Evaluate and improve your wellness program. Analyze the data and feedback you collected from your wellness and well-being programs. Assess the impact and ROI of your wellness program on employee health and well-being as well as organizational outcomes. Identify the strengths and weaknesses of your wellness program. Make recommendations and suggestions for improvement based on the results and best practices. From wellness program to a culture of well-being A one-size-fits-all generic approach to wellness does not meet employees where they are and will therefore often miss the mark. If we want to optimize employee well-being we need to create a workplace culture that support well-being by prioritizing people and purpose over processes, venture beyond traditional norms, and meets employees where they are at. Coaches, experts and counselors are a critical resource to guide employees in developing strategies and skills for their own situations, strengths and values. Optimizing your workplace wellness program for the future is not only good for your employees, but also for your organization. By following the 6 steps listed in this blog, you can create a wellness program that is relevant, effective, engaging, inclusive, and sustainable. Don’t wait any longer. Contact FSEAP to start optimizing your wellness program today. This article was originally written by 12 Weeks to Wellness.

Feeling uncertain about international market shifts? We've got you covered. FSEAP - 100% Canadian. 100% Committed to Your Well-being.   In times of global economic uncertainty, FSEAP offers a uniquely Canadian Employee Assistance Program (EAP) solution—Dependable. Local. Responsible.   Shielded from international disruptions, our Canadian-made EAP remains unaffected by shifting global policies. FSEAP is the only non-profit EAP provider in Canada, with offices and service providers that are 100% Canadian. With us, you can feel confident knowing your organization is supported by a trusted, locally rooted network.   As a social enterprise, every dollar invested in FSEAP’s EAP program doesn’t just support your employees - it strengthens your local community. Unlike traditional providers, where profits benefit shareholders and executives, our model reinvests directly into community support initiatives. By choosing FSEAP, you create a robust safety net for your workforce while contributing to programs that build social capital and foster long-term community well-being.   Support Local. Choose Canadian. Choose FSEAP.

Employers are becoming increasingly aware of how personal financial difficulty is affecting performance at work, and ultimately, the bottom line. Employees who are stressed because of their finances are less able to focus on career and personal goals, are less able to communicate effectively and request more time off to attend to personal, legal, and medical matters. Financial stress can affect employees at any income level – it’s not how much you make, it’s what you do with what you’ve got. Employers are not only in a key position to provide money management information and assistance to employees; they will also benefit directly if they do. Benefits to Employers of Financially Fit Employees Include: Increased productivity  – employees are less distracted and are better able to stay focused on company objectives Decreased stress-related illnesses and absenteeism , incl. substance abuse, accidents on and off the job, tardiness Decreased HR costs  – fewer garnishments, pay advance requests, use of assistance programs Decreased theft  – not theft with malicious intent, but more out of desperation, e.g. “borrowing” money to make ends meet until next payday Increased ability to communicate and cooperate effectively  with colleagues and to take instruction from supervisors Early Signs of Financial Difficulty Continually carrying debt on credit cards, depending on overdrafts or lines of credit to make ends meet, using one form of credit to pay for another, hiding spending from a partner or using credit to pay for essential living costs are some of the early indications that someone may be heading for financial difficulty. Signs of more serious financial difficulty can quickly follow – receiving past due letters and collection calls at home or work, sleepless nights due to financial worries or legal action by creditors. Pay cheques don’t come with instructions – it’s up to us to learn sound money management skills and enjoy reaping the rewards! As working adults, we are expected to be able to manage our finances responsibly. However, many people aren’t taught how to do this. It’s never too late to learn how to build a budget, use credit wisely, stay out of debt and save for the future – all of which fit hand in hand with developing a good financial plan for our money. These are the main reasons we see why someone experiences financial difficulty: Lack of financial education or understanding of how to budget Unexpected Injury or Illness Unexpected separation from partner An excessive use of credit, or using credit for living expenses Having high loans and debt, such as student loans or car payments High housing costs Underemployment or unemployment Recognize Possible Indications of Financial Difficulty, Including: Unexplainable or frequent calls at work Repeated confirmation of employment / income requests Requests for time off to deal with legal matters Moodiness or depression Different interactive / social behaviour in the office, e.g. previously was happy to chat with colleagues but now is much quieter Physical signs of stress, e.g., a more unkempt look than previously, tiredness, nervousness, irritability Sudden inability to problem solve or conduct objective analyses Have Resources Available to Help Your Employees Ensure your company has an EAP provider and that they are able to assist clients in personal or financial matters. Have a list of reputable sources of assistance handy and made centrally available for employees to access confidentially. Know that your employees have the rights and responsibilities around debt collection. Set healthy professional boundaries - upsetting calls at work are unnecessary. Support an employee's efforts to living within their means by reviewing office practices - Is eating out for lunch the norm? Are dress codes in line with salaries? Are there solutions for these situations, such as having a friendly lunch room to dine in? Coming to an employer is usually a last resort. Most people experiencing financial difficulty will have already exhausted any conventional options available to them. If an employee comes to you, try to be as flexible as possible and try to accommodate their request for assistance, e.g. to change their payroll account on short notice. They may need to do this to avoid an offset or to deal with legal matters. What Employees Can Learn to Do to Help Themselves Tips to Avoid Common Credit Pitfalls Make it a habit to pay bills on time Keep paperwork and personal documents organized and up to date File personal income tax on time every year Be conscious of the cost of borrowing Make choices that are consistent with predetermined goals Pay credit cards in full every month Have savings to pay for unexpected expenses – avoid depending on credit in a crisis Develop a workable budget and review it periodically to determine if it is still helping you achieve your goals FSEAP's Financial Coaching & Credit Counselling FSEAP's Financial Coaching and Credit Counselling service offers consultations with CPAs and Certified Credit Counsellors to assist with taxes, accounting, budgeting, setting financial goals, and debt management. FSEAP clients have two options based on their needs. Financial Counselling offers ongoing financial and personal support, while Financial Consultation can provide quick, practical answers to common financial questions and concerns. Counselling is available both in person and by phone, while a 45-minute Financial Consultation is just a phone call away. Take control of your financial future today. Contact your EAP to get started. **** This article is originally published by Credit Counselling Society and Credit Counselling Canada.

During the COVID-19 pandemic, resilience emerged as the buzzword for businesses globally, signifying their ability to adapt and endure unprecedented challenges. Companies shifted their focus from mere survival to building robust strategies, embracing flexibility, and fostering innovation, recognizing that employee well-being and resilience were crucial for navigating the uncertainties brought about by the pandemic and ensuring long-term sustainability.    One in four Canadian adults reports moderate to severe symptoms of depression, anxiety, and post-traumatic stress--a statistic that has remained unchanged since 2021 [Statistics Canada, 2023]. Furthermore, studies show that as many as one in four people globally experience low resilience due to the COVID-19 pandemic [Janitra, Llistosella, Mei Chen Yap].   Over the past four years, employer spending on mental health benefits in Canada has significantly increased, primarily driven by the COVID-19 pandemic. This increase in spending has been accompanied by a notable rise in the utilization of mental health services. For instance, the RAND Corporation found that North America's spending on mental health services rose by over 50% from the pandemic's start through mid-2022 [Rand].   Yet, despite these companies' shifts and increased spending, Canadian workers report being more stressed and burned out than a year ago. Hybrid workers report the highest levels of stress and a higher likelihood of  quiet quitting  or becoming disengaged [Half, 2023]. Additionally, 75% of surveyed workers report feeling excluded at work, with 77% of LGBTQ+ feeling uncomfortable sharing dimensions of their identity at work [Young, 2023].  With employers' increased investment in mental health benefits, why isn't employee mental health and engagement improving? According to the 2022 global recruitment firm Robert Walters survey, 60% of Canadian employees report higher workplace stress than the previous year. The survey revealed that a substantial proportion of employees reported issues like blurred work-life boundaries, high workloads, lack of employer support, and job instability contribute to workplace stress. These findings suggest that while employer spending on mental health benefits has increased, the ongoing challenges related to workplace culture and job demands must be addressed to improve employee well-being significantly. According to the 2022 Mind the Workplace Report by Mental Health America, stress and distraction levels across workplaces continue to be significant. The report underscores that managerial support and a positive workplace culture are crucial in improving mental health outcomes for employees [Mental Health America, 2023].   "In 2022, 81% of workers report that workplace stress affects their mental health, compared to 78% of respondents in 2021. Seventy-three percent of workers report that workplace stress affects relationships with family, friends, or co-workers" [MHA, 2023].   Workplace culture is the shared values, beliefs, attitudes, and behaviours that shape the environment within an organization: leadership practices, employee behaviour, and organizational policies impact worker mental health and engagement. A study conducted by Marenus, Marzec, and Chen examined the correlation between workplace culture of health and employee engagement, stress, and depression. The study found that higher levels of engagement were associated with leadership practices, policies, programs, manager support, peer support, values, morale, and a positive workplace culture. Furthermore, lower levels of stress and depression were linked to these same workplace culture factors [Marenus, 2022].   "A positive organizational culture equips the workforce with the psychological, emotional, and cognitive tools needed to navigate adversity and emerge stronger from challenges. It creates an environment where resilience is not just an individual trait but a collective strength that propels the organization forward in the face of uncertainty and disruption" [Radu, 2023].   The data underscores a crucial point:   while there has been a commendable increase in employer spending on mental health benefits, the impact on employee mental health hinges on broader organizational changes. These changes should aim to foster a healthier, positive workplace culture by enhancing managerial support, promoting open communication about mental health, and creating a more supportive work environment. This comprehensive approach is key to reducing stress and improving mental health outcomes and organizational resilience.  ****  About Us We are FSEAP, Canada's premier not-for-profit national provider dedicated to empowering organizations to cultivate resilient workplace cultures. Our mission is to ensure your people and businesses thrive through a continuum of employee and workplace health solutions.    At FSEAP, we understand workplace culture's crucial role in fostering employee well-being, engagement, and productivity. We recognize that healthy, happy, and engaged employees contribute to a workplace that is productive, innovative, and resilient to challenges.    FSEAP Resilient is our comprehensive, integrated approach to building a resilient workforce from top to bottom. Our suite of employee and workplace health programs and services is designed to support your organization every step of the way-- they help employers across Canada build healthy, resilient workplace cultures.  Employee and Family Assistance —self-help resources and professional services to help employees build and maintain their well-being and resilience. Mental Health —longer-term employee mental health care and support services beyond EFAP to facilitate recovery. Workplace Solutions —specialized resources, training, support, and intervention to assist people leaders, managers, and HR specialists in addressing challenging employee performance, team, or work-site situations and building a healthy, resilient workplace culture. Our scalable and evidence-informed solutions are tailored to meet your organization's unique needs. From developing individual skills to providing critical mental health and well-being support to enhancing workplace factors for well-being and resilience, FSEAP Resilient services empower organizations to cultivate resilient workplace cultures that thrive in any situation.    Bibliography Canada, S. (2023, 12 12). Survey on COVID-19 and Mental Health, February to May 2023 . Retrieved from Statistics Canada: https://www150.statcan.gc.ca/n1/daily-quotidien/231212/dq231212c-eng.htm   Half, R. (2023, May 31). Nearly 4 in 10 Professionals Report Rising Burnout . Retrieved from Robert Half.ca : https://press.roberthalf.ca/2023-05-31-Nearly-4-in-10-Professionals-Report-Rising-Burnout   Janitra FE, J. H. (2023). Global prevalence of low resilience among the general population and health professionals during the COVID-19 pandemic: A meta-analysis. Journal of Affective Disorders , 29-46. Llistosella, M., Castellvi, P., Miranda-Mendizabal, A., Recoder, S., Calbo, E., Casajuana-Closas, M., . . . Forero, C. (2022). Low Resilience Was a Risk Factor of Mental Health Problems during the COVID-19 Pandemic but Not in Individuals Exposed to COVID-19: A Cohort Study in Spanish Adult General Population. Int. J. Environ. Res. Public Health . Mei Chen Yap, F. W. (2023). Association between individual resilience and depression or anxiety among general adult population during COVID-19: a systematic review. Journal of Public Health , e639–e655. Mental Health America. (2023). 2023 Mind the Workplace Survey. https://www.mhanational.org/2023-workplace-wellness-research Radu, C. 2023. Fostering a Positive Workplace Culture: Impacts on Performance and Agility. Human Resource Management – An Update. InTech Open. Rand, 2023. Spending on Mental Health Services Has Risen by More Than Half Since Beginning of Pandemic. https://www.rand.org/news/press/2023/08/25/index1.html   Rasool, S. F. (2021). How Toxic Workplace Environment Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee Wellbeing— International Journal of Environmental Research and Public Health . Young, E. &. (2023, September 6). Ernst & Young--building a better working world . Retrieved from Ernst & Young: https://www.ey.com/en_gl/news/2023/09/ey-survey-finds-global-workers-feel-sense-of-belonging-at-their-workplaces-yet-most-are-uncomfortable-sharing-all-aspects-of-their-identities

The holiday season brings joy and festivities, but it can also be a time of increased stress and emotional strain for many individuals, especially in the workplace. Organizations have a pivotal role in supporting their employees' mental health during this period. Here are five effective strategies for companies to care for their employees' well-being during the holidays: 1. Flexibility and Understanding: Recognize that the holiday season can be overwhelming for some employees. You can offer flexibility in work schedules where possible and allow for time off or adjusted hours to accommodate personal commitments or family events. This flexibility demonstrates empathy and understanding of the diverse needs of your workforce during this time. 2. Remind of Support Services: Reiterate the availability of mental health resources and support services. Make sure that employees are aware of the resources available and how to access them, such as FSEAP’s Resource Kits, Counselling, WorkLife Supports, e-Courses, online Self-Help Resources, and more! Communicating these supports clearly will emphasize your organization’s commitment to supporting employees' mental well-being. 3. Encourage Time Off and Boundaries: Advocate for the importance of taking time off to recharge. You can encourage employees to use their vacation days and emphasize the importance of setting boundaries between work and personal life. Discourage the expectation of constant connectivity during time off, allowing employees to fully disconnect and enjoy their holiday break. 4. Organize Stress-Relief Activities: Arrange stress-relief activities or initiatives within the workplace. This could include mindfulness sessions, yoga classes, or team-building exercises focused on relaxation and reducing stress. Providing opportunities for employees to unwind and practice self-care can significantly alleviate holiday-related stress. 5. Show Appreciation and Gratitude: Express gratitude and appreciation for your employees' hard work and dedication throughout the year. A simple thank-you note, a small token of appreciation, or a heartfelt message acknowledging their efforts can go a long way in boosting morale and fostering a positive work environment during the holiday season. By implementing these strategies, organizations can create a supportive and compassionate environment that prioritizes employee mental health during the holidays. Investing in employees' well-being not only cultivates a healthier workforce but also strengthens loyalty, engagement, and productivity within the organization. This holiday season, let's celebrate not just the festivities but also the well-being of those who contribute to the success of our workplaces.