Seven workplace wellbeing myths holding organisations back
Workplace wellbeing has moved firmly onto the boardroom agenda. Yet, despite this growing focus, many organisations still struggle to turn good intentions into meaningful impact. Leaders genuinely want to “do the right thing” but often lack clarity on what that looks like in practice.
Drawing on insights from over 1,500 organisations, current research, and conversations with wellbeing leads across multiple sectors, we’ve identified seven common myths that can derail even the best workplace wellbeing strategy. Understanding and overcoming these is essential for any organisation looking to make wellbeing a genuine driver of performance, resilience and sustainable growth.
1. Wellbeing is just a perk
Free fruit, yoga sessions and gym memberships may create feel-good moments, but they don’t tackle the systemic factors that shape how employees experience work.
According to research by BITC and McKinsey, poor wellbeing costs the UK economy up to £370 billion annually through absenteeism, presenteeism, turnover and reduced productivity. No perk can offset that.
The real drivers of wellbeing and performance lie in how work is designed, led and supported. Organisations that integrate wellbeing into their leadership and strategy see far greater returns than those that treat it as an optional extra.
2. Workplace wellbeing equals employee health
Health is a component of wellbeing, but not the full picture. A truly strategic approach considers three dimensions:
- Evaluative wellbeing: how satisfied people feel about their work overall.
- Affective wellbeing: their day-to-day emotional experience — stress, energy, enjoyment.
- Eudaimonic wellbeing: whether their work feels meaningful and purposeful.
A wellbeing strategy that focuses solely on health risks ignoring the powerful role of job design, leadership and culture. True wellbeing means enabling people to thrive — not just helping them avoid illness.
3. A wellbeing strategy is a calendar of campaigns
For many organisations, wellbeing strategy translates into a series of awareness days — from Stress Awareness Month to National Work-Life Week. While these campaigns have value, they’re not a strategy. Without alignment to organisational goals, they risk becoming tick-box exercises.
A robust workplace wellbeing strategy aligns with business priorities and addresses risks and opportunities across all levels — individual, team, leadership and organisational.
The IGLOO model (Individual, Group, Leader, Organisation, and the wider Environment) provides a helpful framework. At SuperWellness, we structure our approach across three pillars:
- Shape – strategy, measurement and vision
- Embed – leadership and culture
- Reach – health promotion and engagement
Campaigns play a role under “Reach”, but they only drive impact when supported by “Shape” and “Embed”.
4. Wellbeing is a support function
“Wellbeing sits in HR.” It’s a familiar line and one of the reasons many initiatives fail to gain traction.
Wellbeing isn’t a support function; it’s a strategic function. It should sit at the heart of organisational value creation, alongside health and safety, with clear accountability at board level.
Our research shows that organisations with strong senior sponsorship, where the CEO or COO actively champions wellbeing, are far more likely to embed it successfully into their culture. Leadership commitment transforms wellbeing from a siloed initiative into a sustainable business advantage.
5. Wellbeing is about making work fun
It’s a common misconception that workplace wellbeing is about enjoyment or “making work fun.” In reality, it’s about balance, purpose and psychological safety.
Employees who believe their work benefits society are, on average, 2.2 points more satisfied on a 10-point scale. The message is clear: genuine wellbeing isn’t about entertainment, it’s about meaning.
Leaders should ask:
- Do employees feel their work matters?
- Do they have supportive teams and managers?
- Do they feel respected, safe and fairly treated?
These are the true building blocks of workplace wellbeing and sustainable performance.
6. Wellbeing can’t be measured
The idea that wellbeing is “too intangible to measure” is outdated. Today, there are robust, evidence-based tools that make measurement straightforward and credible.
Validated questionnaires assessing stress, engagement, job satisfaction or psychological safety can be combined with organisational metrics, such as turnover and absence, to form a comprehensive wellbeing index.
Forward-thinking wellbeing providers now embed measurement into their programmes as standard, ensuring every initiative delivers visible, data-driven results. The question isn’t whether wellbeing can be measured, it’s whether organisations choose to make it a priority.
7. Workplace wellbeing equals mental health
Mental health is an essential part of workplace wellbeing, but it’s not the whole picture. A reactive approach that focuses solely on crisis support risks overlooking wellbeing’s preventive and performance-enhancing potential.
Effective workplace wellbeing strategy is proactive. It’s about designing work and culture in ways that protect people from harm, foster resilience, and promote growth. Mental health sits within this broader context — not apart from it.
What this means for leaders
Each of these myths represents a missed opportunity. Leaders who challenge them gain a powerful edge by:
- Treating wellbeing as a board-level responsibility
- Developing integrated, data-driven strategies
- Empowering wellbeing leads with strategic authority
- Aligning wellbeing with purpose, culture and performance metrics
The business case is irrefutable: organisations that invest strategically in wellbeing consistently outperform their peers, attracting top talent, enhancing reputation and driving profitability.
The hidden myth: “wellbeing washing”
In our work with wellbeing leads, one more myth emerged — that many organisations are guilty of “wellbeing washing.”
In reality, most leaders have good intentions but underestimate the depth of change required. They mistake isolated initiatives for systemic strategies. The real challenge now isn’t commitment — it’s understanding.
To make wellbeing truly effective, we need shared clarity around what it means, how it’s measured, and what structures enable it to thrive. Without that, even well-meaning efforts risk falling short.
Join our latest research project
Next spring, SuperWellness will publish a new white paper exploring senior leaders’ perspectives on workplace wellbeing, launched at an exclusive event.
Join the waiting list for your invitation: https://whitepaperlaunch.scoreapp.com/
If you’re a senior wellbeing decision maker (MD, CEO, COO, People Director or H&S leader), we invite you to take part in our upcoming research project. Register your interest here: https://www.surveymonkey.com/r/leaderresearch or contact angela@superwellness.co.uk for details.
