Many companies are experiencing the benefits of making employee well-being a core part of how they operate. As leaders better understand the connection between well-being, performance, and retention, it’s become clear that workplace structure plays a major role in how employees feel, function, and perform.

Supporting employee well-being goes beyond offering programs (although that’s important, too), diving into how teams are managed, decisions are made, and how supported employees feel day-to-day. Below are practical ways to structure an organization so employee well-being is built in, not bolted on.

Redesigning Work to Improve Well-Being

In this post:

1. Identify Signs & Areas of Discontent

2. Acknowledge Leadership’s Role in Promoting Employee Well-Being

3. Rethink How Work Gets Done

4. Build Structure Around Wellness Ownership

5. Evaluate & Evolve

6. Advancing Well-Being with Strive

Identify Signs & Areas of Discontent

Discontent doesn’t always show up as outright complaints. Often, it looks like disengagement, low energy, or teams going through the motions.

Employees may feel:

• Overmanaged or left without enough guidance
• Mentally drained from constant task switching and meetings
• Stuck in roles with little room to grow
• Undervalued or overlooked for their contributions

A lack of flexibility or autonomy can also create frustration, especially when employees feel they have little control over how work gets done.

These signals point to structural issues, not individual shortcomings. Paying attention to where friction exists helps clarify which systems, roles, or leadership habits need to change.

Acknowledge Leadership’s Role in Promoting Employee Well-Being

While HR teams often lead wellness initiatives, leaders at every level shape how supported employees actually feel. Without leadership buy-in, even the best programs struggle to gain traction.

Organizations that truly prioritize well-being:

• Treat it as a shared responsibility, not an HR task
• Include well-being in values, leadership expectations, and performance conversations
• Encourage leaders to model healthy behaviors, not just talk about them

When leaders communicate openly, participate in wellness efforts, and support collaboration across teams, employees are more likely to stay engaged and invested.

Creating a culture of collaboration — where teams feel connected and supported — has a direct impact on both morale and mental health.

Rethink How Work Gets Done

Once pain points are identified and leadership is aligned, the next step is adjusting how work flows day-to-day.

Clear priorities and thoughtful task management help employees stay focused and confident in their roles.

This often means:

• Eliminating unnecessary meetings
• Simplifying tools and processes
• Limiting constant context switching

Flexibility is also a big piece. Different teams work best in different ways. Some may thrive with morning check-ins, others with asynchronous collaboration. Giving teams room to establish norms that fit their working styles builds trust and ownership.

Rather than micromanaging, set clear expectations and allow room for problem-solving and experimentation. When employees have decision-making authority, engagement and accountability tend to rise.

Leaders can further support well-being by helping employees see how their work connects to larger goals. Conversations about growth and purpose align closely with employee development and well-being.

Build Structure Around Wellness Ownership

Well-being initiatives are more sustainable when responsibility doesn’t fall on one person or department alone.

Some organizations form a workplace wellness committee to gather employee input, plan initiatives, and keep programs relevant. This approach creates shared ownership and ensures offerings reflect real needs. Others choose to assign wellness oversight to a dedicated role, such as a corporate wellness coordinator, to manage vendors, programming, and engagement more consistently.

There’s no one-size-fits-all solution. The right approach depends on company size, internal capacity, and goals. Many organizations weigh the pros and cons of managing wellness internally versus bringing in outside expertise.

Evaluate & Evolve

Well-being isn’t static. What employees need today may change next year.

Regularly reviewing participation data, gathering employee feedback, and adjusting initiatives helps keep programs relevant and effective. Even small changes like timing, format, or communication, can significantly improve engagement.

Organizations that treat wellness as an evolving strategy, rather than a one-time initiative, are better positioned to support long-term health and performance.

Advancing Well-Being with Strive

Wellness programs are a powerful entry point for reinforcing a culture of well-being, especially when they’re easy to manage and for employees to engage with.

Education creates awareness, classes build connection, and special events help make wellness visible and approachable. Together, they support a culture of health that fits seamlessly into your organization’s structure.

Strive partners with organizations to make wellness simple, sustainable, and impactful. Book a discovery call to explore how employee well-being can be better supported across your teams.