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Pillars of Onboarding: Key Actions for New Employee Success

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Pillars of Onboarding: Key Actions for New Employee Success

What are the defining elements of a best-in-class onboarding program? 

How can organizations ensure that new hires feel welcomed, supported, and equipped to succeed from day one? 

To answer these critical questions, we turned to the experts. 

We asked the HR Spotlight community of HR and business leaders to share their insights, specifically focusing on the three most important actions their HR teams take during the initial onboarding period. 

Their responses offer a blueprint for creating an onboarding experience that not only facilitates a smooth transition but also fosters a strong sense of belonging and sets new employees up for long-term success.

Read on!

Regina Sheridan
Executive Vice President, Libra Group

Building connections: At Libra Group, new employees are encouraged to foster connections with individuals both within and beyond their immediate team. By facilitating relationship-building from the outset, this helps create a sense of belonging and deeper understanding of the wider ecosystem.

Experiencing the ethos: We schedule opportunities for new employees to interact with leadership directly to learn about our history and vision for the future. For instance, through our internship program, our leadership team will set time to have off-the-record meaningful conversations with our interns. Observing these sessions is a clear window into our ethos for new hires.

Personalized approach: We aim to get to know each individual on a personal level – whether it’s celebrating a special life milestone or spending one-on-one time discussing their professional development goals. There are frequent check-ins at the beginning of their onboarding which continue for several months to ensure a smooth first year.

Kellie Warner
Director of People Operations, Jobot

Immersing new hires in our culture and values: We introduce employees to our guiding principles of kindness, respect, innovation, and connection. Through interactive sessions, new hires connect with key team members and discover how Jax – our proprietary AI platform – drives our mission of creating good jobs for good people, fostering a deep sense of belonging and purpose.

Providing training and mentorship: We ensure new hires receive hands-on training, a deep dive into Jobot’s methodologies, and meaningful mentorship opportunities. By equipping employees with the tools and guidance they need to succeed, we lay the foundation for professional growth and long-term impact.

Maintaining ongoing connections: Regular check-ins ensure employees feel supported, heard, and equipped to thrive. By fostering open communication and providing actionable feedback, we create an environment where employees can grow in a culture built on transparency and collaboration.

Alissa Durbin
VP of HR, IGS Energy

Each new hire is sent a welcome package to their home which includes a welcome message, items introducing them to our culture, our values statements and IGS swag. We also include a Grubhub gift card to cover the cost of a lunch with their leader or members of their team, which we schedule and organize.

Each new hire also has a fantastic opportunity to hear directly from our co-founder and CEO Scott White and VP of Sales Doug Austin. Regardless of a new hires’ position or location, this dedicated time with our leaders immediately upon joining the team, is very “IGS.” It sets the tone for how we do things here, working as a team and putting emphasis on collaboration and idea-sharing, as opposed to hierarchy.

In the first week, new hires are also invited to join a cohort of new-hire peers to take part in our BetterYet program, which is focused on 12 skills that support personal and professional growth, together. This has proven to be a great way to make connections from across the company.

Carr Lanphier
CEO, Improovy

To welcome and acclimate new employees, the first thing we always do is introductions. Though of course we want new hires to be ready to go as soon as possible, we recognize the value in letting new hires get to know our team before training them. It helps them to feel more welcome, and it also lets them learn who they can go to for different kinds of questions in the future. 

Another thing we always do is provide them with a welcome manual. In this manual, we include everything from an explanation of our history and values, to a breakdown of their employee benefits, to instructions on how to utilize various systems. It’s a big manual, but it is used as a reference by our employees all the time. 

A third thing we always do is give them an office tour.

Cheney Hamilton
CEO, The Find Your Flex Group

A Tailored Onboarding Journey: We don’t do cookie-cutter onboarding. Every new hire receives a personalised introduction to their role and access to the tools and resources they need to hit the ground running.

Focusing on Outcomes: From day one, we make it clear that success here isn’t about clocking hours.. it’s about the impact you make. This focus on results helps new team members feel trusted and empowered to work in a way that suits them best.

Building Connections: We pair every new hire with a mentor who can answer questions, provide guidance, and make key introductions. It’s our way of ensuring no one feels like they’re navigating a new environment alone.

Julie Nielsen
President & Chief Human Capital Officer, Oyster Organizational Development

Recognize that changing the name of “orientation” to “onboarding” does not make it become onboarding. 

Orientation is, “Here are your forms… Sign your Handbook acknowledgement… See you later.” We find that a lot of companies do this. 

Whereas onboarding is the process of onboarding new employees to the culture and making sure they are equipped and settled. 

And that means having a plan in advance that stretches over at least the first six months to communicate, educate (soft and hard skills), and culturize. 

This doesn’t mean you have to talk to them every day, or even every week. But there must be a preplanned schedule that keeps HR in touch and aware of any hiccups or needs.

Make opportunities for new employees to make friends. Gallup found this in their research – one of the top things that engages employees and keeps them in place is having a friend. We have learned that making it clear it’s a friendly place goes a long way, too. 

So, plan a team event in the employee’s first week where everyone can laugh and kick back. Personalities will come out and the new employee will see who he/she can connect with.

Help managers have a strong relationship with the new employee. Marcus Buckingham talks about people leaving their managers, not companies, and it’s so true. A bond with a manager is career-altering. 

Some managers may establish a relationship naturally, but many won’t, so HR needs to help make it happen. For example, ensure that managers take new employees to lunch on Day 1. Have coffee on the following Friday and talk about the week – what went well, what surprised them? And then repeat.

George Fironov
Co-Founder & CEO, Talmatic

At Talmatic, we’ve found that a strong start really makes all the difference in someone’s journey with us.

Here’s what we do: 

First, we create a personalized roadmap for each new person, matching it to what they want to achieve in their career. You’ll get regular check-ins, specific training for your role, and we’ll pair you with a mentor to help you build relationships right away.

We also love getting new folks immersed in our culture quickly. You’ll meet your teammates through virtual coffee chats, join fun sessions about what makes us tick, and get the inside scoop on where we’re headed as a company.

Plus, we make sure you have everything you need from day one – all the guides, tech support, and HR contacts are right at your fingertips, so you can dive right in.

Damon J. Gray
Senior Software Engineer, Anvil Corporation

HR covers the obvious stuff, legal paperwork, benefits matters, safety training and general onboarding. 

As a hiring manager, I’m looking at the less obvious things, and what I have found to be most appreciated by new hires is, first, a clean desk, wiped down, drawers vacuumed and wiped clean, a comfortable chair and the “must have” – some company swag. 

The other most appreciated welcoming ambassador task that seems appreciated is a brief tour of the campus that includes noting which teams are doing what in each building, and most importantly, where the bathrooms are!

James Allsopp
CEO, iNet Ventures

At iNet Ventures, we’ve transformed onboarding into a memorable and impactful experience. Here’s how we ensure our new hires thrive:

– “Mission First” kick-off: The first day takes a deep dive into how their role fits into the overall mission. This goes beyond tasks and spells out purpose. The employees get introduced to the organization’s vision for the future and it’s a shared vision across the board.

– 30 Day Success Blueprint: Different employees are assigned a plan that they can follow for their first few weeks. This plan states goals that they can attain in the course of their first month making sure to build momentum and confidence.

– Culture Passport Program: New employees are walked through our values by completing team challenges, going to lunches with their colleagues or even hearing stories that build connection and membership that are taken from behind the spotlight.

We believe onboarding isn’t just about acclimating—it’s about inspiring. By making every step intentional and energizing, we set the stage for long-term success.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights. 

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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From Silence to Support: Proactively Addressing the 15% Gap in Workplace Mental Health

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From Silence to Support: Proactively Addressing the 15% Gap in Workplace Mental Health

Mental well-being is no longer a peripheral concern in the workplace; it’s a fundamental aspect of a healthy and productive organization. 

Yet, a sobering reality persists: a mere 15% of workers feel comfortable discussing mental health at work. This highlights a critical gap between the need for support and the perceived safety to seek it. 

To explore how organizations can bridge this gap, we posed to our HR Spotlight community of business leaders and HR experts the crucial question of how to foster a workplace culture where employees feel safe and supported in addressing their mental well-being.

The responses we gathered offer a wealth of practical advice on cultivating a workplace that prioritizes mental health, showcasing the innovative approaches leaders are taking to create truly supportive environments.

Read on!

Lawrence Guyot
President, ETTE

Safe Spaces for Dialog

To foster a supportive workplace culture around mental health, I draw on my experience in cybersecurity and IT management to establish environments that prioritize security and trust. 

At ETTE, we emphasize creating safe spaces for dialog, using secure communication platforms where employees can discuss sensitive issues without fear of data leaks or judgment.

We’ve implemented the CIA Triad approach-not just for cybersecurity but as a metaphor for workplace wellness. 

Confidentiality ensures that discussions about mental health remain private, integrity underscores the importance of a supportive and honest environment, and availability means providing resources and support when needed.

I’ve also witnessed the effectiveness of integrating IT solutions that encourage a balanced work-life dynamic, like automated accessibility tools to reduce workloads. 

By reducing stress through technology optimization, employees feel more supported and have the time to focus on their well-being. 

These strategies help build a culture where mental health dialogs are natural and encouraged.

John Gluch
Owner, Gluch Group San Diego

Conversations and Partnerships

As a real estate business owner managing teams across multiple offices, I understand the importance of creating an environment where employees feel supported in addressing their mental well-being. 

We encourage open dialogue by regularly checking in with team members and normalizing conversations about mental health. Our team has access to flexible schedules, which helps them manage work-life balance more effectively. 

Additionally, we’ve partnered with resources like an employee assistance program to provide access to counseling and support.

I lead by example, openly sharing how I prioritize self-care and manage stress. 

By fostering a culture of transparency, compassion, and understanding, we’ve built an environment where team members feel safe and empowered to seek help or discuss challenges without stigma. 

This focus not only supports their well-being but also strengthens team morale and productivity.

Dr. Maria Knöbel
Medical Director, Medical Cert UK

Check-Ins and Culture

Our HR department has set up private mental health check-ins with trained professionals so that workers can talk about their health in a safe environment. 

In here, people can put their mental health first without thinking about what other people will think if they do this and go to regular classes and programs that teach them more about mental health. 

Likewise, they can also control their stress and choose their own hours, which helps them keep work and home life in order and avoid burning out. 

Supporting a culture of kindness, understanding, and help at work will help make it a place where people feel valued and free to ask for help when they need it.

We care even more about mental health very much, so we have teamed up with local mental health groups to give our employees more tools and help. 

We want to keep improving our mental health services, so we also ask our staff to talk to us and let us know what they think. 

Everyone will be healthier, happier, and more productive if we put mental health first and make the workplace a helpful place to be.

Andrew Higashi
Co-founder & CEO, ChangeEngine

Easy Communication

Creating a culture where employees feel safe discussing mental health starts with addressing the means of communication that they prefer for these types of conversations. 

A recent ChangeEngine survey revealed that while 69% of remote and hybrid leaders feel at ease using live video for sensitive discussions, only 53% of employees feel the same. Even more striking, 20% of employees reported they never feel comfortable using this method, compared to just 8% of leaders. 

Our HR team bridges this divide by prioritizing trust and accessibility. We provide training for managers to approach sensitive conversations empathetically, knowing one size doesn’t fit all. 

Whether it’s via anonymous feedback, check-ins over the phone, or through internal communication software, we’re meeting employees where they are and where they prefer to have those types of conversations. 

By pairing open communication from leadership with flexible support systems, we’re normalizing mental health discussions across all levels of our organization. Because no one should feel like they have to struggle alone.

Paul E. Wolfe
Advisor, Club Req

Taking the Lead

Creating a workplace culture where employees feel safe discussing mental health starts with leadership setting the tone. HR teams can foster this culture by implementing the following strategies:

Normalize Conversations: Encourage leaders to openly discuss mental health, share resources, and model vulnerability. When leaders demonstrate empathy, employees feel more comfortable speaking up.

Provide Training: Offer managers training on recognizing signs of mental health challenges and responding with compassion and confidentiality.

Enhance Benefits: Provide access to Employee Assistance Programs (EAPs), mental health days, and comprehensive healthcare coverage that includes mental health services.

Create Safe Spaces: Establish forums, support groups, or anonymous feedback channels where employees can share concerns without fear of judgment.

By prioritizing empathy, education, and resources, HR can build a supportive environment where mental well-being is not just addressed but actively championed. This fosters trust, loyalty, and a healthier, more engaged workforce.

Shenella Karunaratne
Director of Operations, Online MFT Programs

Open and Frequent Discussions

Our HR team is equipped with many different mental health resources. If someone goes to them needing to talk about their mental health or get help, talking to our HR staff isn’t just talking into a void. They listen and they help in whatever way you need. 

Also, as we are in the mental health industry, we naturally have discussions on the topic regularly. 

This is intentional on behalf of the leadership team. The more you talk about it, the more normalized those discussions become. 

It’s all about letting people know that there are only positive outcomes when you have the bravery to talk about it.

Archie Payne
President, CalTek Staffing

Resources and EAPs

As we are all aware, you can’t necessarily count on employees to  tell you when they’re struggling with their mental health. 

Even if you have a fairly open and supportive workplace, there is still a significant stigma in the broader business landscape regarding mental health, and many professionals still feel like they could put their career progress at risk if they discuss these challenges with their employers. 

Because of this, I find it’s important to be proactive and provide resources that they can utilize without feeling like they’re “outing themselves”, or like they need to discuss their mental health at work if they don’t feel comfortable doing so.

At minimum, this should start by choosing an employee health insurance package that covers mental health care in addition to physical health services. 

Another great option is to offer EAPs that give your employees access to counseling services or wellness workshops. 

Finally, make sure the managers in your organization are trained to spot the signs of issues like burnout, anxiety, and depression, and strategies to address or respond to these issues if they note them on their team. 

Employees who don’t feel comfortable discussing their mental health struggles with HR may be more willing to do so with a manager they trust to be empathetic and supportive.

Mike Fretto
Creative Director, Neighbor

Support Without the Need to Talk

The balance we’ve chosen to strike around mental health is that we don’t need people to talk about it at work, but we do need them to take care of themselves using the resources (like health insurance and paid time off) that we provide. 

One of the lines I find myself using a lot is “I don’t care how you use your sick days. If you think you need a day off, then you need a day off. End of story.” 

By reassuring people that I’m not going to scrutinize their decisions, I give them the freedom to get the help they need.

Jordan Anthony
Head of Nutrition, Ahara

Science-Backed Lifestyle

This is one reason I’m glad to work in a health-related space. 

Our entire philosophy is built around providing science-backed lifestyle plans to help our customers reach their goals, and we apply that same philosophy to our HR policies. 

We strongly encourage our team to not just take care of their mental health with therapy and medication, but to focus on eating a good diet, getting plenty of exercise, and sleeping well. 

Our self-care chat on Slack is one of our most popular employee “downtime” activities.

David Tang
CEO, Flevy

Policies and Practices

HR teams can embed mental health policies in the organization, like accommodations for stress-related disorders and burnout prevention programs. 

– Create anonymous reporting systems for workplace stressors such as overwork or toxic behavior

– Review and update these policies often based on the needs of employees. 

– Pay for and recognize mental health work done in teams. 

– Schedule wellness events like yoga or peer support groups after work. 

If mental health is integrated into the organizational culture, HR can show employees that it takes care of people and fosters a healthier, more productive workforce.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights. 

While all these insights resonate with the needs of today’s workforce, we advise you to carefully develop the ones you think work best for your work environment and move forward accordingly. Of course, we also advise that you do so under the guiding hand of a mental health professional.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

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Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

“With only 15% of workers comfortable discussing mental health at work, how does your HR team foster a workplace culture where employees feel safe and supported in addressing their mental well-being?”

This was the question we posed to the HR Spotlight community of business leaders and HR experts, and received in return some insightful advice on nurturing an environment of practical care and support at the workplace.

From how peer-support groups help to normalizing conversations around mental health, every piece of advice in here speaks of just how far today’s leaders go to ensure that mental health remains a priority.

Read on!

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Wellness Wednesdays and Mental Health Days

At Keller Executive Search, we’ve reimagined our approach to mental health through targeted initiatives that create real impact. 

Our “Wellness Wednesday” program, for instance, brings in mental health professionals monthly for interactive sessions on stress management and resilience building. 

We’ve also implemented a “No Questions Asked” mental health day policy where we allow team members to take up to six mental health days annually without requiring documentation.

Our initiatives also extend to our leadership team. In fact, we hold the “Leadership Conversations” series, where we give our company executives the space to tell personal stories about their mental health journeys. We’ve noticed that these conversations sparked meaningful dialogue across all levels.

Our quarterly anonymous pulse surveys show that these initiatives have increased comfort in discussing mental health from 15% to 47% in the past year. 

We complement these programs with comprehensive mental health coverage and 24/7 access to virtual therapy through our enhanced EAP, making support accessible whenever our team needs it.

Alexandra Huber
Psychotherapist & Counsellor, Alexandra Integrative Therapy

Create a Culture of Trust

As a psychotherapist, I’ve seen how fear of judgment—even losing their job—can prevent employees from opening up about mental health struggles. 

In high-pressure corporate cultures that value ambition and constant growth, it’s easy for employees to feel like admitting they’re struggling might make them seem replaceable. 

HR teams can help shift this mindset by creating a culture of trust, where mental health is seen as part of overall well-being, not a weakness. 

Managers could be trained to approach these conversations with empathy, and offering confidential support options—like anonymous wellness check-ins or mental health days—can make a huge difference. 

When employees feel supported rather than judged, they’re more likely to thrive both personally and professionally.

Tamica Sears
HR Consultant, Sears Coaching

Leadership Sets the Tone

Creating a culture where employees feel safe discussing mental health starts with leadership setting the tone. 

Your HR team can drive this by ensuring leaders actively demonstrate empathy, normalize mental health conversations, and prioritize psychological safety. 

One thing that I’ve done was intentionally move to a health insurance plan that covered outpatient mental health services at 100%. When announcing the change, I made sure to let everyone know that this was done on purpose to help remove the stigma of discussing mental health among the team. 

Offering other benefits like coaching and mindfulness programs can reinforce the company’s commitment to being more open about mental health and to reduce stigma even more. 

HR can make sure to regularly train managers to recognize and respond to signs of distress. This will help to encourage open, non-judgmental communication to further build trust between managers and their teams.

Meghan Calhoun
Co-Founder & Director of Partner Success, Give River

Gratitude and Recognition Foster Mental Health

Give River’s foundation is rooted in creating healthier, more fulfilling workplaces by addressing mental well-being as a core element of our mission. I’ve learned from my diverse career experiences that a thriving work environment is one where employees feel psychologically safe and supported. 

At Give River, we incorporate wellness and emotional intelligence into our platform via the 5G Method, which prioritizes employee well-being through gamification and recognition. Our platform encourages open dialog and community building, which naturally extends to discussions around mental health.

One example of fostering mental well-being is our Gratitude feature, which transforms workplace culture by normalizing appreciation and recognition, creating an environment of trust and safety that supports mental health. 

Our gamified challenges and recognition tools help teams engage with mental wellness initiatives without feeling pressured, making the process enjoyable and non-intrusive. We’ve seen that when employees are regularly acknowledged and appreciated, their mental well-being improves significantly, adding to overall productivity and job satisfaction.

Data-driven insights from our platform guide companies in making informed decisions that support mental health. For instance, our surveys help gauge employee sentiment, providing actionable insights to leaders on how to bolster a supportive environment. 

We couple this with expert guidance to ensure leaders can handle discussions about mental health comfortably and effectively. 

Emphasizing gratitude and recognition helps create a culture where employees feel valued and comfortable discussing their mental well-being.

Michael Hurwitz
President/Co-Founder, Careers in Government

Embed Psychological Safety in Workplace Culture

Creating a workplace where employees feel safe discussing mental health is essential in today’s evolving professional landscape. At Careers in Government, fostering a culture of trust and support is integral to our mission of empowering both individuals and organizations.

We believe mental well-being is as important as professional growth. Our approach centers on embedding psychological safety into workplace culture, ensuring employees feel valued and heard without fear of stigma. Open communication and proactive support systems are the foundation of this effort.

For instance, we implemented monthly wellness check-ins where employees can discuss challenges in a confidential setting. These sessions, paired with access to professional mental health resources, have significantly improved engagement and trust within the team. Feedback surveys consistently show increased comfort in discussing sensitive topics.

To build a safe environment, prioritize open dialog, offer professional support, and train leaders to model empathy and understanding. Proactively address stigma and create spaces for employees to share without judgment. 

Mental health support is an investment in your team’s resilience and long-term success.

Jason Plevell
Personal Coach, The Obstacle Remover

Peer-Supported Small Group Discussions

In my work as a life and change coach, I’ve seen how pivotal it is to foster a safe and supportive culture around mental health at work. 

I leverage my personal journey of overcoming alcoholism and depression by sharing my experiences openly with clients, which encourages them to discuss their struggles without fear of judgment. It’s that authenticity that helps create a space where real conversations can thrive.

We also implement strategies from our Intrinsic Value Blueprint at The Obstacle Remover, focusing on self-worth and routine while tying these practices into daily work culture. For instance, integrating small group discussions led by team members—not just HR—helps create a peer-supported environment. 

It’s a simple step that boosts feeling valued and mentally supported.

Moreover, using frameworks like the S.T.E.A.R. Cycle allows individuals to actively dismantle negative beliefs and replace them with positive outlooks. 

By aligning daily workplace practices with these methodologies, employees feel empowered to address their mental health openly, knowing there’s a structured process behind the support they receive.

Lydia Valberg
Co-President, Merchant Payment Services

Open and Trusting Relationships

Creating a supportive workplace culture where employees feel safe discussing mental health is crucial. 

At Merchant Payment Services, fostering open and trusting relationships has been fundamental to our approach, as reflected in our focus on community and integrity. We’ve found that the same transparency and trust we offer to our clients are equally important within our team. 

One practical step we’ve implemented is regular, informal “tradition talks,” where employees can share their concerns and ideas openly, without the pressure of formal meetings. 

This aligns with our company’s values of transparent practices and provides space for genuine dialogue, echoing our commitment to integrity and community. 

Moreover, we always emphasize the importance of responding to our employees with the same attentiveness we give our customers. 

This means offering flexible schedules and mental health days to support staff well-being, much like how we tailor our payment solutions to meet the unique needs of our clients.

Dr. Britt Lindon
Ph.D. Clinical Psychologist, Sens Psychology

Normalize Mental Health Conversations

Building a supportive work environment for employee mental health involves both maintaining professional boundaries and actually showing interest in the well-being of individuals. 

Only 15% of employees feel at liberty to discuss mental health matters at work, yet that can be changed through action on the part of the HR teams involved.

At its essence, mental well-being in the workplace is about feeling safe, valued, and understood. HR teams can help break down fears by consistently speaking to the fact that a mental health issue is a priority and that seeking support is strength, not vulnerability. 

Normalizing conversations about mental health in the workplace throughout the organization, such as leadership openly sharing their experiences and company-wide events raising awareness about resources, can actually make employees more likely to seek help when they need it.

Another area that HR can support the mental well-being of an employee through policy and benefits indicating a concern for employees’ wellness, like broad mental health coverage, EAP accessibility, and support for utilizing mental health days or flex time.

Creating a culture of mental well-being calls for sustained effort and true commitment at all levels within the organization. 

HR teams are best able to create this kind of environment by first approaching the subject with empathy, openness, and focus on actual support.

Jose Gomez
Founder & CTO, Evinex

Leadership Shares Mental Health Experiences

Creating a culture where employees feel comfortable discussing mental health starts with leadership setting the tone.

We encourage open dialogue by having leaders share their own experiences with mental health, which helps normalize these conversations. Regular mental health workshops and training sessions are part of our strategy, equipping employees with the tools to manage stress and recognize signs of burnout.

We also offer confidential counseling services and mental health days, signaling that taking care of one’s mental well-being is a priority. 

By fostering an environment of empathy and understanding, we make it clear that mental health is as important as physical health.

Mayank Singh
Director of Human Resources, Coordinated Family Care

Holistic Approach to Mental Health

It’s important for employers to take a holistic approach when considering the mental health needs of their employees. 

It begins with open and transparent communication about how the organization intends to support its employees as it relates to mental health. This should be evident to prospective candidates from the onset when they are looking at a company’s website or job posting. 

Also, on an ongoing basis, there should be consistent reinforcement about the resources that are available to employees. Here are a few things that employers can consider to create a supportive and transformative work culture:

– Open Door Policy (to all levels of management)

– Mental Health Wellness Days

– Employee Assistance Program (EAP) Services

– Group Counseling Sessions, either periodically or after a stressful period of time, at no cost to employees (some EAP vendors will provide a Mental Health Professional to do these sessions at reasonable costs)

– Initiatives to inform and recognize various things that may be impacting people’s mental health. 

At our organization, during certain days or months, we’ll make informational posts about certain topics and then do something to recognize said day or month. 

For example, during World Day of Bullying Prevention in October, we asked employees to wear blue and took a group picture that was posted, along with information on what this day was all about, on our various platforms. 

In November, we had employees have their pictures taken with fake mustaches for Movember (bringing awareness for men’s health issues) and again posted these pictures (along with information on this subject) on our various platforms.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights. 

While all these insights resonate with the needs of today’s workforce, we advise you to carefully develop the ones you think work best for your work environment and move forward accordingly. Of course, we also advise that you do so under the guiding hand of a mental health professional.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

Recent Posts

EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

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EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

How do leaders view the role of Employee Assistance Programs (EAPs) in today’s workplace? 

Are they seen as a vital resource, a mere compliance requirement, or something in between? 

And more importantly, how are leaders ensuring their EAPs are not just available but truly effective in supporting employee well-being? 

To answer these questions, we reached out to a diverse group of executives from the HR Spotlight community and asked for their views on the essentiality of EAPs, the key factors they’ve implemented to drive program efficiency, and the methods they employ to gauge program effectiveness. 

Their responses offer valuable insights into the evolving role of EAPs and the leadership commitment required to make them successful.

Read on!

Stacie Baird
Chief People Officer, Community Medical Services

Refine EAP Based on Key Metrics

Supporting employee mental health is more critical than ever. 

We continuously refine our EAP/Mental Health Support offerings based on key metrics such as program consumption, engagement, and feedback. Selecting a vendor that provides dashboards for ongoing engagement and true partnership for employee education has been key to increasing utilization.

According to a recent market research report, 79% of businesses offer an EAP while, on average there is between 11-14% engagement in these programs.

Looking to elevate utilization, we started with survey feedback, devising a quarterly campaign to educate staff and family members. We measured program engagement, satisfaction, and service utilization trends. After two quarters, we refined our messaging and campaign for the third quarter. 

An end-of-year survey helped us further refine our offerings for the following year. For example, based on counseling service utilization, we added more visits and streamlined provider coordination through our health insurance.

Overall, employee demographics, societal factors, and business challenges require regular review and refinement of our offerings.

Lawrence Guyot
President, ETTE

Integrate EAP with IT Services

As someone deeply involved in IT consulting through ETTE, I’ve seen how integral an Employee Assistance Program (EAP) can be in promoting a healthy work culture and enhancing productivity. 

We prioritize mental wellness and continual professional development, adopting initiatives like stress management workshops and flexible work arrangements. Our approach isn’t just about deploying technology solutions but ensuring our teams are mentally equipped to handle dynamic environments.

In terms of measuring the program’s effectiveness, we use a combination of employee feedback and productivity metrics. 

For instance, after launching our cybersecurity awareness training, we’ve observed a measurable decrease in security incidents, which directly correlates with an uptick in employee engagement with learning modules. 

This improvement is a testament to the program’s impact on both professional acumen and personal well-being.

To drive an efficient EAP, we’ve embedded it into our organizational framework by aligning it with our core IT services. 

For example, integrating EAP resources with onboarding processes helps new employees smoothly transition into their roles, providing them with the support they need from day one. This has not only improved morale but fostered a sense of community and trust within our company.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Normalize Seeking Support in EAP

I consider Employee Assistance Programs (EAPs) absolutely essential for fostering a productive and resilient workplace. 

Employees perform their best when they feel supported, both professionally and personally. 

One key factor I’ve adopted to ensure the efficiency of EAPs is creating a culture where seeking support is normalized. This means offering confidentiality, promoting the program regularly, and integrating mental health and well-being into the core of the company’s values. 

By tailoring the program to specific workplace challenges such as stress management, financial planning, or conflict resolution, employees feel that the support is relevant and actionable.

A great example comes from my telecommunications business. When I noticed rising absenteeism and burnout among team members, I implemented an EAP designed to address workplace stress and provide access to counselors. Leveraging my background in team efficiency and leadership, I analyzed root causes like unbalanced workloads and introduced both the EAP and workload management training. 

Within six months, absenteeism decreased and staff productivity increased significantly, confirmed by performance metrics and employee feedback surveys. 

My MBA in finance and business operations expertise helped me set clear KPIs to measure the program’s success, including employee retention rates and anonymous satisfaction scores. 

The results demonstrated not just the program’s value but also the immense trust it built within the team.

Peter Hunt
Director & Physiotherapist at The Alignment Studio, The Alignment Studio

Holistic Approach to EAP Success

The Employee Assistance Program is absolutely essential to our operations at The Alignment Studio. 

With over 30 years of experience in physical therapy and health management, I’ve seen firsthand how workplace stress and poor physical health can impact productivity and employee well-being. 

Our EAP is designed to support our team both physically and mentally, ensuring they have access to the resources they need to perform at their best. Key driving factors for its success include a focus on open communication, regular feedback, and tailored support. 

For instance, we provide access to ergonomic assessments, personalized wellness plans, and on-site Pilates sessions to address physical strain, while also offering mental health resources such as counseling referrals. 

This holistic approach ensures we’re not only addressing immediate concerns but also helping our employees build resilience for the future.

One example of the program’s effectiveness is when a team member was struggling with recurring lower back pain due to prolonged desk work. 

Leveraging my expertise in musculoskeletal health and postural correction, we implemented a personalized rehabilitation plan that included physical therapy, strengthening exercises, and regular check-ins. We also adjusted their workstation ergonomics and encouraged them to participate in our Pilates classes. 

Within three months, their pain had significantly reduced, and their overall productivity and job satisfaction had improved. 

We measure the program’s success through employee feedback surveys, reductions in absenteeism, and improved team performance metrics. These results reinforce the value of integrating physical and mental health support into our workplace culture.

Tamar Blue
Chief Executive Officer, MentalHappy

Data-Driven Insights for EAP Effectiveness

Our Employee Assistance Program (EAP) focuses on mental health accessibility and emotional support, aligning with the core mission of my company, MentalHappy. 

We integrate virtual support groups into our EAP to address major challenges employees face, such as social isolation and stress, offering a secure platform for peer support and professional guidance. 

By utilizing our HIPAA-compliant platform, we’ve observed a 30% improvement in emotional well-being reported by participants.

One key factor in making our EAP effective is leveraging data-driven insights to tailor our support groups, like the journaling group, which increased participant retention by 25%. This data-centric approach ensures our EAP remains relevant and impactful by responding proactively to emerging employee needs.

To measure effectiveness, we track health outcomes, participation rates, and qualitative feedback. 

For instance, we’ve seen attendance rates exceed 90% in remote group sessions, indicating strong engagement and value perceived by users. 

This method lets us adapt our strategies continuously, maintaining a responsive and beneficial EAP.

Marie Carroll
VP of People & Culture at Social Factor

Active Propagation and Conversations

Yes, EAP is an additional resource/benefit we can provide to support our employees in all aspects of their life. Due to the nature of our industry and type of work we do, offering an EAP allows us to provide resources to various employee types to cover tough topics. 

We make a point to talk about it, market it, make sure managers know about it as well. Our (HR) team is a big proponent of it and we all offer it as a resource in conversations with employees. If no one knows how it works or it exists it is a waste of money.

We actively provide the information to the team when we know employees have expressed a tough life event and some have acknowledged their use or awareness of the resources in passing. 10/140 is our best guess of usage.

Jean Chen
COO & CHRO, Mondressy

Beyond Participation Rates

An Employee Assistance Program (EAP) can really uplift a workplace, but to keep it efficient, focusing on accessibility and communication is crucial. 

Making sure employees know the EAP exists and how to use it is half the battle. Engaging staff through regular, informal updates about available services helps demystify the program and shows that mental health is a priority. 

One practical tip is to incorporate brief wellness check-ins during team meetings. These aren’t full-blown therapy sessions, just short moments to remind everyone of available support and encourage open dialogue.

To gauge the program’s effectiveness, look beyond just participation rates. Pay attention to employee feedback and changes in workplace culture or morale. Surveys can offer insights into how the program impacts stress levels or job satisfaction. 

When people feel supported, it shows increased collaboration and reduced absenteeism. That’s when you know the EAP is working its magic.

John Wilson
Owner & CEO, Wilson Plumbing and Heating

Regular Surveys and Usage Tracking

I consider our Employee Assistance Program (EAP) essential for fostering a supportive work environment. 

We focus on making it efficient by ensuring that employees are aware of the available resources and by providing easy access to counseling and support services. 

To measure the program’s effectiveness, we conduct regular surveys to gather feedback from participants about their experiences. 

We also track usage rates and look for improvements in employee morale and retention. This data helps us gauge the program’s impact and make necessary adjustments. 

A strong EAP not only supports our employees but also enhances overall productivity, which is crucial in our fast-paced industry.

Oliver Morrisey
Owner and Director,  Empower Wills & Estate Lawyers

Anonymous Feedback and Regular Check-Ins

I’ve found our Employee Assistance Program (EAP) to be a vital resource for supporting our team’s well-being. It’s an important part of fostering a positive work environment and ensuring our staff feel valued.

To make the program effective, we offer a variety of services, including mental health support and financial guidance, while ensuring these resources are easy to access. We also encourage an open culture where employees feel comfortable utilizing these services.

To measure its success, we track participation rates and gather anonymous feedback from employees about their experiences. We also look at overall employee engagement and retention, as a supported team is generally more productive and satisfied. 

Regular check-ins help us make necessary adjustments to ensure the program continues to meet our team’s needs.

Lyle Solomon
Principal Attorney, Oak View Law Group

Holistic Approach and Regular Communication

Yes, Employee Assistance Programs are key to a healthy workplace. 

From my experience effective EAPs have 3 key components: confidentiality protocols that go above and beyond the law, comprehensive services, and continuous improvement through data.

Strong confidentiality builds trust and increases program use. A comprehensive service package should include mental health counseling, financial planning, legal support and work-life balance support. This holistic approach covers all the employee stressors that impact performance in the workplace.

We measure program success through multiple metrics while maintaining individual privacy. Key indicators are 45% annual utilization, 30% reduction in absenteeism and 85% satisfaction from anonymous feedback surveys. Healthcare costs typically go down 15% for stress related claims and departments with high EAP engagement see a 20% improvement in productivity metrics.

Regular communication about benefits, removing access barriers and refining programs based on anonymized usage data drives sustained success. Leadership visibility is key to reducing stigma and promoting preventive care use. 

This data driven approach means EAP is a worthwhile investment in employee well being and business performance.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights. 

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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