If creating a formal wellness strategy landed on your desk as an EA, or you are simply taking the initiative to build a cohesive and sustainable wellbeing program and maybe not sure where to start, this article will guide you through what you need to pull together a business case and get that leadership buy-in to implement a proper strategy.

To create an effective workplace wellbeing strategy, it’s important to move away from ad hoc wellbeing activities to a holistic strategy - embedding wellbeing as a part of the organisation’s culture. EAs and PAs are key in driving forward these strategies and initiatives, focusing on people’s realneeds and providing a link to leadership to get wellbeing high on the agenda.

Employee wellbeing should be a priority in any business, regardless of your sector. Employees whofeel they are being looked after are happier, more productive and loyal to their business. Securing funding for employee wellbeing has never been easy but in today’s challenging economic environment it is more difficult than ever. Many leaders are sceptical about the tangible benefits of wellbeing programmes, perceiving them as non-essential and costly.

So how can EAs and PAs persuade their bosses and CEOs that wellbeing is worth the investment, especially when competing with other business areas for funding?

Understanding leadership resistance

Let’s see what is driving leaders when making budget decisions?

#1 Scepticism about tangible benefits: Many leaders, especially in traditional male-dominated industries, view wellbeing as a “nice-to-have” rather than a “must-have.” They perceive it as fluffy and not directly linked to business performance.

#2 Financial constraints: In the face of financial pressures leaders prioritise immediate, controllable factors such as cash flow and sales performance. Employee wellbeing requires more thought, time and resources, which are in short supply when leaders need to make tough financial decisions quickly.

#3 Competing priorities: Business leaders juggle numerous urgent demands, from innovating products to expanding markets. Investing in employee wellbeing can seem less pressing compared to these priorities.

Translating wellbeing into business language

To overcome resistance, EAs and PAs should present wellbeing as a concrete driver of business performance. Here’s how:

Demonstrate return on investment (ROI): Use data to highlight the financial benefits of wellbeing programmes. According to a Deloitte study, poor mental health costs UK employers £51 billion each year. For every £1 spent on supporting the mental health and wellbeing of their workforce, employers get (on average) about £4.70 back in increased productivity. When you tell a CEO they will be getting a return on their investment of over 400% you’re talking their language.

Link wellbeing to business outcomes: Show how a positive work environment leads to better performance and reduced turnover. Present concrete examples and success stories from other organisations.

Building a strong business case

To build a compelling business case for wellbeing, EAs and PAs should follow these steps:

Align wellbeing with strategic goals: Connect wellbeing initiatives with the company’s strategic objectives. For example, if the goal is to drive innovation or customer satisfaction, explain how a healthy, engaged workforce is essential for achieving this.

Emphasise long-term benefits: Highlight the long-term gains of wellbeing investments, such as improved employee loyalty, performance and reduced healthcare costs. The World Economic Forum reports that companies investing in employee wellbeing have a competitive advantage and higher profitability, as well as increased employee engagement and motivation.

Address common objections: Be prepared to counter objections with data and success stories. If leaders argue that wellbeing is too costly, provide examples of cost savings from reduced turnover and absenteeism.

By translating the value of wellbeing into business language, focusing on the financial returns, aligning initiatives with strategic goals, and presenting a clear plan for implementation and measurement, it is possible build a compelling case that resonates with leadership. This way EAs and PAs can secure the necessary investment to create a thriving workplace where employees feel valued and supported, driving long-term success and sustainability.