5 common mistakes in managing well-being at work (and how to avoid them)
30 de March, 2026
Well-being at work has become a central theme in organizations, but it is still an area in which many projects fail for lack of a consistent strategy. Companies invest in initiatives with potential, but the low uptake, loss of motivation after a few weeks and perception of little impact show that there is still a long way to go.
The data reinforces this need: Gallup’s “State of the Global Workplace 2025” study reveals that employee engagement and well-being have fallen significantly in several regions of the world. In Portugal, only 19% of workers feel engaged with their work, a figure above the European average (13%), but still far from ideal.
In this context, creating well-founded well-being programs at work is more than just a trend. It’s a response to the needs of teams, from stress management to work-life balance. When well structured, these programs become tools for motivating and retaining talent, contributing to healthier and more productive cultures.
Below, we explore the most common mistakes in managing well-being at work and how to avoid them.
1 – Create the same program for everyone
One of the most common mistakes is to assume that all employees need the same initiatives. Well-being at work is not a universal concept. There are those who prefer group activities and those who feel better in individual initiatives. There are those who seek to improve their physical condition, while others value relaxation routines.
How to avoid
Companies should offer flexibility. One solution is to structure a program that offers a variety of areas, such as fitness, nutrition, mindfulness and psychology consultations. The greater the freedom of choice, the greater the possibility of adherence and impact.
It is also important to note that well-being is not confined to the office. Ensuring liquidity so that people can continue to take care of themselves outside of work, through a flexible benefit that allows access to health or wellness services, reinforces employee autonomy, increases adherence and makes the impact more lasting.
2 – Communicating little or unclearly
Even an excellent program can fail if there is no consistent communication. In many companies, wellness programs are announced at launch and then disappear from internal communication. The result is predictable: low participation and low visibility.
How to avoid
One strategy is to use various communication channels and maintain regularity. Emails, intranet, team meetings, chat groups or short employee stories help to keep the program present on a daily basis.
3 – Expect immediate results
Creating a culture of well-being at work takes time. Changing habits requires consistency and follow-up. Many companies give up too soon because they don’t see quick results.
How to avoid
Companies should view these types of programs as long-term projects. Well-being at work programs should be adjusted on an ongoing basis, incorporating regular feedback, celebrating small victories and maintaining an evolutionary approach. Real impact comes from consistency and continuity, not one-off actions or short-lived initiatives.
4 – Not measuring the impact
Without metrics, it’s impossible to understand what’s working, identify opportunities for improvement or justify investments. For well-being at work to evolve, it is necessary to measure results, although this is a step that many companies tend to ignore.
How to avoid
Analyzing data such as participation, satisfaction and other indicators, complemented by qualitative input, gives a clearer picture of what really works. It is this information that allows improvements to be made and more comprehensive results to be achieved.
5 – Devaluing the role of leadership
Even the best wellness program loses impact if the management layer isn’t aligned or doesn’t lead by example. When leadership doesn’t support or lead by example, employees no longer see value in the initiatives.
How to avoid
The involvement of leaders should start from the very first stages of the program. Promoting behaviors aligned with balance and well-being reinforces the credibility of the initiative. When the management layer takes an active role, the positive influence naturally extends to the entire organization.
The next step in the evolution of well-being at work
Building a good wellness program at work doesn’t require huge investments. It does involve a clear vision, consistency, effective communication and attention to employees’ real needs.
When well-being is flexible, measurable, supported by leadership and reinforced by benefits that guarantee liquidity and autonomy outside the workplace, it becomes a powerful tool for motivation, productivity and loyalty.
By investing strategically in well-being, organizations create the conditions for teams that are more balanced, more motivated and better prepared to face challenges. This investment has a visible impact on the working environment and the results achieved.