In a 2022 survey conducted by the Kaiser Family Foundation, results showed that more than 60% of people cited shame and stigma as the main obstacle to accessing mental health care.

At Freddie Mac, the company utilizes storytelling to help destigmatize the need for benefits and reminding employees of the plethora of resources available to them, says Jennifer White, head of learning and leadership development.

While people across the nation are struggling to care for their mental and physical health, it can be even more difficult to do so with the additional stressors within the workforce. During a panel discussion at From Day One’s Washington, D.C. conference moderated by LA Times reporter Faith Pinho, executives spoke on how leaders can foster cultures that support meaningful missions toward employee well-being.

Vulnerability in the Workplace

One of the biggest challenges when it comes to communication around mental well-being is the stigma, says Nicole Wolfe, vice president of B2B partnerships at Rula. In order to combat this struggle, it’s important for company leaders to create a culture around transparency, honesty and vulnerability. Nicole Wolfe added that some of the discomfort around seeking help often stems from a lack of awareness of what resources and benefits are available as well.

Owner and founder of Westcomm, Guy Westermeyer, says that using storytelling techniques in company campaigns can also help make information more memorable. Featuring the stories and voices of real employees and company leaders sheds the stigma around seeking help and lets them know it’s okay to use these benefits.

“When you have stories coming from leaders it helps to show that vulnerability as well, and lets people know that it’s okay to use this benefit and to seek out support,” agreed White.

“You have to be open and you have to talk about it regularly. It can’t be a once and done,” said Westermeyer. He also emphasized that companies need to “bust the myths” around mental health and use more relatable terms and scenarios that employees can see themselves in.

Developing a Strong Company Culture of Wellness

Creating a culture of well-being can be beneficial to employees who see direct actions and outcomes of promises that the company makes. This culture can be formed by holding conversations on how managers are demonstrating behaviors that are being asked for, whether leaders are celebrating employee milestones and more, said Carlee Wolfe, associate vice president of leader development and organizational effectiveness at Hyatt.

For larger companies such as Hyatt, with offices and hotels across continents, it's important to evaluate what’s being offered to employees locally. From restaurant staff to housekeeping, the hotel corporation acknowledges the efforts from all levels of the company.

Hyatt also celebrates Global Day of Gratitude, where employees across the world engage in spreading appreciation to others in the company and at home. “Not only is that something that reaches our entire organization, but you can really feel that walking through the halls or typing into chat or sitting in the back of the house and how people are working,” said Carlee Wolfe.

A diverse range of options is valued whenever possible. Freddie Mac offers well-being support by having physicians, counselors and chiropractors on site for corporate offices, says White. It also provides caregiving leave, bereavement leave and well-being leave for employees. The company has developed a coaching program where employees can receive resources on improving their wellness habits such as sleep, time management, exercise and more.

Measuring Employee Well-being

In the hospitality business, like Hyatt, the company focuses on the idea of happy colleagues, happy guests. By evaluating the level of engagement through company activities and surveys, leaders can measure whether their employees are aligning with the well-being culture that is set up by the corporation.

Carlee Wolfe said Hyatt sends out a colleague experience survey, which is built on company core values, leadership competencies and wellbeing. The data tells the team what the company can do to support employees and allows them to take action on what they see and hear is needed.

“The thing that we really emphasize is the data becoming available at the manager's fingertips. We have data that goes to any leader that has five or more direct reports, so they’re able to look at how [they are] moving the needle on well-being,” said Carlee Wolfe.

White also previously worked in the hospitality business at Hilton. During her time there, she said the company started a campaign that aimed to ensure employee well-being through comfortability. This meant looking at the uniforms and making sure they were comfortable and allowing staff to feel confident, so they could be “ready to be at work and do their best job.”

In recent years, well-being has evolved beyond physical health, embracing a holistic approach to wellness–a shift that continues to gain momentum. Just five years ago, this broader perspective was far less common. Westermeyer highlights the strong connection between mental and financial wellness, an increasingly recognized priority for companies.

Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.

(Photos by Justin Feltman for From Day One)