The Business Role in Supporting Employee Well-Being
Kim Anania (KMA), Michael Bourque (MEMIC), Colleen Kavanaugh (SoulBeing), Jen Hughes (Systems Engineering), Jayne Van Bramer (Sweetser), and Kathryn Caiazzo (Anthem)
At a recent Mainebiz forum on workplace safety, wellness, and mental health, a panel of business leaders came together to share the real-world strategies their organizations are using to support the physical, emotional, and psychological wellbeing of employees. Moderated by Kim Anania, the discussion underscored a clear theme: workplace wellness must be proactive, people-centered, and woven into the fabric of company culture.
Key Takeaways:
Wellness Must Support the Whole Person
Panelists emphasized that work is just one part of a person’s life. For it to be sustainable, it must enable – not hinder – a full, happy, and purposeful life. That means flexibility, understanding, and intentional support are no longer optional. They are foundational.
Tools and Strategies That Work
Participants shared the wellness initiatives they’ve implemented, including:
- Annual employee surveys to understand what support is truly needed
- Wellness and engagement committees to keep ideas flowing from within the organization
- Peer support hotlines for emotional assistance
- Opportunities for connection – like potlucks and in-person gatherings to foster belonging
- Resources for financial wellness, preventative care, and alternative healing methods
- Incentives for wellness visits and on-site flu shot clinics
- Creative perks like state park passes in lieu of company swag
- Shared gratitude journals to foster a culture of gratitude
- Mental health education and awareness, helping staff recognize and respond to signals of distress
Flexibility and Psychological Safety Go Hand in Hand
Leaders reiterated that flexibility – whether through hybrid work, time off, or adaptable schedules – is critical for supporting employee needs beyond the workplace. Equally important is building a culture of psychological safety, where employees can speak up, show vulnerability, and take risks without fear.
This starts with leaders modeling the behavior they want to see: admitting mistakes, prioritizing work/life balance, and making space for honest conversations.
It’s a Value, Not Just a Metric
While the ROI of wellness programs can be difficult to quantify, the panel agreed: the impact is real. Investing in employee wellness improves engagement, productivity, retention, and brand reputation – outcomes that make a tangible difference over time.
Final Thought: Listen First, Then Act
Perhaps the most powerful takeaway was the simplest: Listen to your people. Combine survey data with human dialogue. Try new ideas. Educate managers. Be the person someone can turn to. Wellness doesn’t come from a policy – it comes from the relationships and trust that organizations build, one safe space at a time.