Introduction According to workers, organizations with significant wellness programs remain a minority. Demographic evidence suggests that the current laissez-faire attitudes toward workplace wellness found in many organizations will soon need to change. It's important to understand those needs to tailor a wellness program to the organization and its people. To be successful, wellness programs must be employee driven and management supported. (Walker, 2004) For the state of workplace wellness the question has been asked, "Is your workplace well"? (Press, 1999) The reality of it all is some of the business leaders just don't get it. Why is stress such an issue? Why is depression such an issue? It there isn't some sensitivity to that, then the willingness of the people who hew the wood and draw the water is going to become less and less evident. We are going to have some very real labour problems. (Press, 1999) Then the other underlying issue is the cost of workplace wellness programs where maintaining and enhancing health benefits can cause employer anxiety. These costs are steadily rising (Walker, 2004). Ironically, one of the solutions for reducing costs would appear to be nothing more complicated than preventative maintenance (Walker, 2004). Employers are becoming increasingly engaged in activities associated with health promotion, nutrition, fitness and other workplace initiatives to promote both physical and mental wellbeing. Companies offering workplace wellness programs rose from 33 percent in 1993 to 39 percent just one year later (Walker, 2004).
In favor of
Wellness programs are an all-round win," says Tim Kelly, Irving's director of health services. "Employees like them because they're improving their health and well-being. The company likes them because healthier workers have fewer absences-they are on the job, and doing their jobs. And everybody wins because wellness programs build team spirit, improve work