Why Employees Participate in Wellness Programs—and How Behavior Change Drives Engagement
Why Employees Participate in Wellness Programs —
and How Behavior Change Drives Engagement
by James Porter
Employee participation remains one of the biggest challenges facing corporate wellness programs. In earlier installments, I explored why employees don’t participate in wellness initiatives; now, we turn to the flip side—why they do—and why understanding how behavior change actually works, including Prochaska’s Stages of Change, is essential for turning participation into lasting results.
Research consistently shows that employees are more likely to engage when wellness initiatives reduce stress and align with how people naturally change habits over time.
Why Employees Participate in Wellness Programs
A report published by The Economist identified the top reasons employees participate in workplace wellness programs:
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Flexible work schedules
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Healthier food options at work
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Stress management programs
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Group activities and wellness challenges
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Ergonomic workplace improvements
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Participation by senior leaders
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Alignment between individual and company goals
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Yoga and meditation classes
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Financial counseling
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Wellness champions within the organization
While stress management programs appear most obvious, every one of these factors reduces workplace stress—a primary driver of employee engagement.
The Role of Stress Reduction in Wellness Engagement
Flexible Work Schedules Reduce Workplace Stress
Giving employees control over their schedules increases autonomy and lowers burnout. Studies show that even long work hours are less stressful when employees control when and how work is completed.
Nutrition and Energy Management
Healthy food options support energy, focus, and emotional regulation. Modern stress management increasingly focuses on energy management, making nutrition a key wellness strategy.
Stress Management Programs Address Employee Demand
Stress consistently ranks as a top concern in employee surveys. Organizations that offer stress management programs directly address a stated employee need.
Social Support and Group Wellness Activities
Group activities increase social connection, an essential buffer against stress. When done well, friendly competition can create positive stress, or eustress, that enhances motivation.
Ergonomics and Environmental Stress
Noise, poor lighting, interruptions, and crowded workspaces increase stress. Ergonomic improvements reduce daily stressors and cognitive fatigue.
Leadership Participation Drives Culture Change
When executives actively participate in wellness programs, employee engagement increases. Top-down support accelerates adoption and normalizes self-care.
Aligning Individual and Organizational Goals
Misalignment between employee values and company processes is a major source of stress. Surveys and assessments help organizations identify and remove unnecessary stressors.
Mindfulness, Yoga, and Meditation at Work
Mindfulness practices such as yoga and meditation are increasingly popular workplace wellness offerings. Providing access removes barriers and legitimizes stress-reduction practices.
Financial Wellness Reduces Overall Stress
Financial stress often rivals job stress as a top concern. Financial counseling and education significantly improve wellness program participation.
Wellness Champions Increase Credibility
Peer-led wellness initiatives increase trust and participation. Employees are more likely to engage when they see colleagues modeling healthy behaviors.
Why Understanding Behavior Change Is Essential for Wellness Programs
Knowing why employees participate is only part of the solution. Sustained engagement requires understanding Prochaska’s Stages of Change, a widely used behavior change model in health promotion.
Prochaska’s Stages of Change
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Precontemplation
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Contemplation
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Preparation
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Action
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Maintenance
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Termination
Most wellness programs focus on the action stage, but research shows people are more likely to maintain change when they progress through the earlier stages first.
Teaching employees about these stages helps normalize setbacks, reduces frustration, and increases long-term success.
Motivation vs. Ease: The Future of Behavior Change
While Prochaska emphasizes motivation, newer behavior change models—such as BJ Fogg’s behavior model—focus on making change easier rather than more motivating.
The most effective wellness programs combine:
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Stress-reducing program design
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Behavioral science
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Simple, accessible actions
Final Thoughts: Designing Wellness Programs That Work
Employees participate in wellness programs when they:
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Reduce stress
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Respect individual differences
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Align with how behavior change actually happens
Organizations that design wellness initiatives around human behavior, stress management, and ease of participation see higher engagement and better outcomes.
Erica Tuminski
Author