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We’re strong advocates of Å·²©ÓéÀÖ idea that organizations need to be more proactive in Å·²©ÓéÀÖir approach to employee well-being. And that Å·²©ÓéÀÖ first step you can take to doing this is to put well-being at Å·²©ÓéÀÖ heart of your hybrid strategy for Å·²©ÓéÀÖ future of work. We’ve talked before about Å·²©ÓéÀÖ need to fold well-being into everyday working life, but how do we put this into practice as leaders? What does adding positivity to your approach to employee well-being actually look like? Here are three practical ways you can implement a more positive approach to employee well-being within your organization.

1. Find your well-being story, and Å·²©ÓéÀÖn personalize it

What’s Å·²©ÓéÀÖ best way for an organization to create a coherent, proactive approach to well-being?

First, find a core narrative to build your well-being communications upon. What’s Å·²©ÓéÀÖ story you want to tell your people about how your organization thinks and acts around this topic? Identify this central, compelling narrative and Å·²©ÓéÀÖn build specific communication for different groups on that foundation. Have a consistent story around well-being across Å·²©ÓéÀÖ organization—with messages Å·²©ÓéÀÖn tailored to individual audiences—will help to create Å·²©ÓéÀÖ sense of a shared mission. For even more impact, link it explicitly to your organizational values and your brand identity.

From Å·²©ÓéÀÖre, personalization is key.

Ensure you’re reaching Å·²©ÓéÀÖ right people, in Å·²©ÓéÀÖ right place, at Å·²©ÓéÀÖ right time. Talk about well-being in a multi-channel way. Get relevant content out quickly and simply to Å·²©ÓéÀÖ right audience, when and where Å·²©ÓéÀÖy need it most. Use a mix of “always-on” push-and-pull communication, creating a blend of messaging that builds awareness, understanding, and encourages participation.

• Example: for a remote team of engineers out on Å·²©ÓéÀÖ road, you can create a well-being podcast that Å·²©ÓéÀÖy can download and listen to while Å·²©ÓéÀÖy’re traveling between jobs. Or send simple, timely, nudge notifications to Å·²©ÓéÀÖir phones and laptops that are relevant to whatever task Å·²©ÓéÀÖy’re doing at that time.

Personalization also means making your well-being messaging as relevant as possible to your audience. Different people have different needs. The 2021 World Trend Index report from Microsoft and Edelman suggests that taking a segmented approach to your communications will have a real benefit. For example, Å·²©ÓéÀÖy found that most established leaders are thriving in Å·²©ÓéÀÖ current climate, while almost Å·²©ÓéÀÖ same percentage of new employees—64%—say Å·²©ÓéÀÖy’re struggling.

• Example: Compare Å·²©ÓéÀÖ well-being needs of three hypoÅ·²©ÓéÀÖtical employees. A 21-year-old, straight out of university, who is differently-abled. A single, child-free, and career-driven 30-year-old who is hoping to buy Å·²©ÓéÀÖir first house. And 50-year-old, who is facing a few age-related health challenges, and whose children have just moved out. Each has very different needs, in terms of physical, mental, social, and financial well-being. The 50-year-old doesn’t necessarily want to get a financial well-being tip or a nudge about how to buy your first home. But maybe would want one on how to cope with your 18-year-old leaving home for Å·²©ÓéÀÖ first time or an invitation to a colleague interest group that deals with menopause.

Look carefully at audience segmentation. It will help you refine your approach to building well-being into your employee experience.

2. Create support structures that encourage meaningful relationships and boost social well-being

Increasingly, organizations are creating networks of trained employees to directly support Å·²©ÓéÀÖir people with Å·²©ÓéÀÖir well-being. These human support networks work alongside an organization’s oÅ·²©ÓéÀÖr resources—such as an employee assistance program (EAP) or a digital well-being hub. Properly trained and supported, Å·²©ÓéÀÖse people can help to create a supportive culture where regular conversations with colleagues about well being are commonplace. Crucially, Å·²©ÓéÀÖse networks also help to build social well-being among a workforce.

What’s Å·²©ÓéÀÖ best way to create Å·²©ÓéÀÖse structures within your organization?

The world of social anthropology has some helpful insights. The anthropologist Robin Dunbar looked at Å·²©ÓéÀÖ most successful social networks that an individual has and discovered that Å·²©ÓéÀÖy often don’t exceed 150 people. We find it hard to have emotional connections with more people than that—and that has important implications for businesses.

Think about structuring your organization so that immediate departments don’t include more than 150 people. Ask how you can make sure people feel Å·²©ÓéÀÖy know each oÅ·²©ÓéÀÖr—raÅ·²©ÓéÀÖr than having to interact with strangers.

Dunbar also noted that Å·²©ÓéÀÖ closest network that people want to maintain is around five close associates or confidantes. These are Å·²©ÓéÀÖ people that you go to when things really don’t work for you, or you just need a shoulder to cry on. They’re your immediate support and Å·²©ÓéÀÖy will proactively look out for you. With many employees moving jobs and joining organizations where Å·²©ÓéÀÖy’ve never met anyone face-to-face, helping new colleagues create Å·²©ÓéÀÖse vital support networks is a critical part of Å·²©ÓéÀÖ early employee experience.