As Mental Health Awareness Month draws to a close, data from The Conference Board reveals the importance of employee communication in supporting worker well-being.

According to the survey, the type of messaging used matters. Among employees who report their well-being is much higher than it was six months ago, 72% say their organizations communicated about the well-being programs available at the company.

Listening to employee priorities is also essential. While 62% say their emotional well-being, such as managing stress and building resilience, is their top well-being priority, 59% say programs that support emotional well-being aren’t available at their organization.

It’s important for businesses to get it right: Those surveyed said that their organization’s commitment to their well-being had an impact on their intent to stay with their company, as well as their levels of engagement and effort.
“The words you use matter,” said Diana Scott, US Human Capital Center Leader at The Conference Board. “Businesses should be intentional about how they communicate about well-being. It’s more than occasionally saying you care. Listening and backing up your words with your actions is just as important.”

Employee well-being is defined as a measure of employee health across mental, physical, professional, financial, and social dimensions. The recent workforce survey from The Conference Board was fielded in January 2024 and polled over 1,300 US employees—predominantly office workers.

Key findings include:

Organizations recognize the value of supporting employee well-being.

• 82% say their organizations are supportive or extremely supportive of their well-being.
• 87% say their immediate supervisor genuinely cares about their well-being.
• Of employees who report their well-being is much higher than it was six months ago, 96% say their organizations were supportive or extremely supportive of their well-being.

A commitment to well-being drives retention and engagement.

• Intent to stay:
  • 58% say their organization’s commitment to their well-being impacts their intent to stay with their company.
  • Of the people who reported their well-being was lower than 6 months ago, 60% also said their intent to stay was lower.
• Engagement and effort:
  • 55% say an organizational commitment to their well-being impacts their willingness to go above and beyond.
  • Of the people who reported their well-being was higher than 6 months ago, 61% also reported their level of engagement was higher.
  • Of the people who reported their well-being was higher, 51% also reported their level of effort was higher.

Despite a commitment to well-being, available programs are not always aligned with employee priorities.

• 62% of employees say their emotional well-being, such as managing stress and building resilience, is their top priority regarding well-being at work. But 59% say emotional well-being programs aren’t available at their organization.
• 51% prioritize professional well-being, but 44% say programs that support it are not available.

Programs that support flexibility are the most useful.

• 53% say programs that support flexibility (e.g., hybrid work, flexible hours) are the most useful—the top response.

Communication matters—both in frequency…

• 40% say companies regularly communicate about well-being, around once per month.
• 18% say they communicate about it more frequently, closer to once per week.

…and message.

• 77% of companies emphasize the safe environment they provide for employees to speak up.
• 60% express caring about their well-being.
• 53% say well-being is a company value.
• 35% were encouraged to share ideas on how to better their well-being.
• 35% talk about the programs available.
  • Of employees who report their well-being is much higher than six months ago, 72% of their organizations communicated about the programs available.

Don’t underestimate the importance of creating a sense of belonging.

• 47% say an organizational commitment to well-being impacts their sense of belonging.
• Of the people who reported their well-being was lower, 57% also reported their sense of belonging was lower.

“A sense of belonging is where well-being and diversity, equity, and inclusion (DEI) intersect,” said Rita Meyerson, EdD, Principal Researcher, Human Capital, The Conference Board. “Inclusion and belonging result in engaged employees, and engaged employees stick around. Diverse and inclusive organizations also generate diversity of thought—more perspectives, ideas, innovation—ultimately boosting firms’ competitiveness.”