Scenario: Developing a Workplace Health and Wellbeing Strategy

In recent years, organisations across many sectors have placed increasing emphasis on employee health and wellbeing. Shifts in workforce expectations, greater recognition of the impact of stress and lifestyle factors on productivity, and growing evidence linking wellbeing to organisational performance have all driven this change. One medium-sized financial services company, Imgen Finance, provides a useful example of how health and wellbeing roles interact when building a strategy to support staff.

The company employs around 600 staff across two offices in Manchester and Birmingham. The workforce is diverse, ranging from graduate trainees in their early twenties to senior managers approaching retirement. Although the organisation had previously invested in traditional occupational health services, it had never developed a structured wellbeing strategy. By 2023, absenteeism and staff turnover had risen, and employee surveys revealed widespread concerns about stress, workload, and lack of mental health support. The board tasked the HR department with coordinating a comprehensive health and wellbeing initiative.

Identifying the Need

The starting point was a review of existing data. HR Director, Sarah Patel, examined sickness absence records, which showed that musculoskeletal problems and stress-related conditions were the two leading causes of absence. Average absence per employee had risen from 5.8 days in 2021 to 8.2 days in 2023. Exit interviews highlighted staff frustration at the lack of visible wellbeing support, with some employees leaving for companies offering more progressive health initiatives.

In addition, an anonymous staff survey revealed that 64% of respondents felt the company did not support mental health effectively, and 48% said they struggled to maintain a healthy work–life balance. Several employees noted that hybrid working had blurred boundaries, leading to long working hours and increased fatigue.

Sarah presented these findings to the executive team, who agreed that a proactive wellbeing strategy was essential not only for staff morale but also for long-term organisational sustainability.

Building the Team

To ensure the strategy was evidence-based and aligned with best practice, Sarah convened a multidisciplinary wellbeing steering group. This included:

• An Occupational Health Advisor, responsible for assessing workplace hazards, ensuring compliance with health and safety law, and advising on adjustments for staff returning from sickness absence.
• A Health Promotion Specialist, who could design interventions to encourage healthier lifestyles, such as physical activity campaigns and nutrition initiatives.
• A Public Health Professional, seconded from the local authority, who brought insight into broader health trends and inequalities, and advised on tailoring approaches to different demographic groups.
• An Employee Assistance Programme (EAP) Counsellor, representing the external service provider that already offered confidential counselling and support.
• Trade union representatives, ensuring the workforce voice was included in strategy development.

The group’s first task was to define what “health and wellbeing” meant for Imgen Finance. After discussion, they agreed it encompassed not only the absence of illness, but also positive mental health, supportive relationships, opportunities for physical activity, and a safe, inclusive working environment.

Designing the Strategy

The steering group proposed a three-year Workplace Wellbeing Strategy with four priority areas:

1. Mental Health and Psychological Support
   • Expand the Employee Assistance Programme to offer more sessions per employee.
   • Train 20 managers as mental health first aiders to provide initial support and signposting.
   • Run awareness campaigns to reduce stigma and normalise conversations about mental health.
2. Physical Health and Lifestyle
   • Introduce subsidised gym memberships and weekly yoga classes in both offices.
   • Provide healthy food options in staff canteens, with clear labelling of nutritional content.
   • Run step-count challenges and encourage walking meetings.
3. Workplace Culture and Environment
   • Review workload management, particularly in client-facing teams where long hours were common.
   • Implement a “right to disconnect” policy, discouraging emails outside of core working hours.
   • Redesign office spaces to include quiet areas for focused work and breakout zones for relaxation.
4. Occupational Health and Safety
   • Strengthen ergonomic assessments for all staff, including those working remotely.
   • Update policies on reasonable adjustments for employees with chronic health conditions.
   • Enhance monitoring of workplace risks, especially in relation to screen time and sedentary work.

Implementation Phase

The first year focused on piloting interventions and gathering feedback. The occupational health advisor led ergonomic assessments across departments, highlighting poor workstation setups among staff working from home. Adjustments such as standing desks and improved chairs were introduced, reducing complaints of back and neck pain.

Meanwhile, the health promotion specialist launched a “Move More, Sit Less” campaign, encouraging staff to increase daily activity. Participation was high, with 300 employees signing up for the step challenge in the first month. The company intranet tracked progress and offered small incentives, creating friendly competition across teams.

On the mental health side, the EAP counsellor ran lunchtime seminars on stress management, which were well attended. Several employees commented that the sessions helped them identify early warning signs of burnout. In parallel, the public health professional analysed demographic data, showing that younger employees reported higher anxiety levels, while older staff were more concerned about musculoskeletal health. This information helped tailor interventions more effectively.

Challenges Encountered

Despite early successes, challenges emerged. Some line managers were sceptical about mental health training, questioning whether it was their role to provide such support. The HR team had to emphasise that the training was not about replacing professional care but about recognising issues early and signposting appropriately.

Budget constraints also created tension. The board questioned the cost of subsidised gym memberships, asking whether the investment would yield measurable benefits. In response, the steering group committed to monitoring outcomes, such as absenteeism rates and staff retention, to demonstrate return on investment.

Employee engagement was another issue. While many staff embraced the wellbeing initiatives, others felt cynical, describing them as “tick-box exercises.” The steering group responded by involving staff in co-designing future initiatives, ensuring programmes reflected genuine needs.

Evaluation and Outcomes

By the end of year two, tangible improvements were evident. Absence rates fell from 8.2 days per employee to 6.1 days. Staff surveys reported a 20% increase in employees who felt the company supported their wellbeing. Retention rates improved, and several exit interviews cited the wellbeing strategy as a reason for staying with the organisation.

Case studies highlighted individual impact. One employee who had previously taken extended stress-related leave returned successfully after occupational health adjustments and ongoing counselling support. Another, who had been struggling with hypertension, reported that the exercise challenges had encouraged him to adopt a more active lifestyle, leading to measurable health improvements.

Linking to Professional Roles

Throughout the process, the distinction between professional roles became clearer:

• The Occupational Health Advisor focused on workplace assessments, legal compliance, and individual case management.
• The Health Promotion Specialist developed population-wide campaigns to encourage healthier choices.
• The Public Health Professional provided strategic oversight, ensuring initiatives aligned with broader health trends and addressed inequalities.
• The EAP Counsellor delivered psychological support at an individual level.
• HR and senior management coordinated the overall framework and ensured integration into organisational culture.

This demonstrated how wellbeing strategies rely on collaboration across disciplines, each role contributing a different expertise to support employee health.

Conclusion

The Imgen Finance case illustrates why health and wellbeing titles and roles have become increasingly common in workplaces. As organisations recognise the impact of employee health on performance and sustainability, they are adopting more structured approaches to wellbeing. The case also highlights the expected outcomes of such strategies: improved morale, reduced absenteeism, enhanced productivity, and stronger staff retention.

The scenario shows how multiple roles—from occupational health to public health and counselling—interact within a comprehensive strategy, and why clear distinctions between these roles are important. For learners, it provides a realistic context to consider the primary aims of workplace wellbeing initiatives, the professionals most closely associated with different aspects of wellbeing, and the outcomes that organisations can reasonably expect.

Transition to the Quiz

Having reviewed the Imgen Finance case, you are now invited to complete the Health and Wellbeing Roles and Strategies Knowledge Check. The questions are designed to help you apply the concepts explored in the scenario, including the distinction between professional roles, the aims of wellbeing strategies, and the expected outcomes of workplace health initiatives.

The quiz is not a formal assessment but a tool for reflection and self-assessment. By working through the questions, you will be able to:

• Confirm your understanding of the different health and wellbeing roles.
• Test your knowledge of key definitions and strategic aims.
• Identify areas that may require further revision.

On completion, you should feel more confident in recognising the purpose of workplace wellbeing strategies, understanding how professional roles interact, and appreciating how these initiatives contribute to both employee health and organisational effectiveness.

Knowledge Check

Disclaimer

The Health and Wellbeing Roles and Strategies Scenario and associated knowledge check are intended solely for educational and training purposes. All names, organisations, and case details — including Imgen Finance — are entirely fictional and used only for illustrative purposes.

The material should not be interpreted as professional advice, prescriptive guidance, or a substitute for expert consultation in workplace health and wellbeing practice. Participants are responsible for applying relevant legislation, organisational policies, and professional standards when working in real-world contexts.

Neither the authors, facilitators, nor affiliated institutions accept liability for any actions taken, or not taken, on the basis of this resource.