Employee Benefits

Why Health Care Workers Want Personalized Benefits

Group of colleagues discussing work in laboratory.

More and more health care organizations recognize the need to offer a range of well-being programs to employees. Some companies follow a strategy focused on specific programs. But many other health care organizations randomly provide programs throughout the year. In either situation, employers should make sure their programs are holistic and fit health care employees’ needs. Here’s why health care workers want personalized benefits.


Most health care employees are concerned about their health. But they want to care for more than just their body. Workers want holistic health benefits that address their mental, social, emotional, spiritual and physical needs.

Health care organizations know that employees’ health impacts their attitude and productivity as well as the organization’s success. Business experts encourage health care companies to invest in holistic benefits programs that support employee well-being. In return, organizations will have healthier and happier workers. Employees will be more satisfied and stay longer on the job.


In nearly every area of life, people choose how they want things. So, when it comes to well-being benefits, the one-size-fits-all approach won’t work for health care workers. Instead, benefits should be tailored to fit their needs.

Often, health care organizations recognize the value of employee well-being, but they may be concerned about the cost. However, a small investment can provide a quick return in terms of improved employee productivity, motivation, morale, health and attitude. Health care employers don’t need to offer an extensive menu of programs. Instead, they can provide several options and benefits to address holistic needs. Employees can select the programs and benefit levels that fit their budget and needs.


In the United States, the financial costs of poor employee health management are about $2.2 trillion annually, reports the Global Wellness Institute. If health care organizations don’t invest in holistic well-being programs, they’ll experience higher incidences of employee sickness, suicide and alcoholism. Employees also may show signs of burnout, stress and medical conditions that impact their physical health.

Holistic well-being is interconnected, so one area can impact the others, causing an imbalance. A survey of human resource professionals found that emotional exhaustion accounts for at least half of their annual employee turnover. Workers’ emotions and attitudes can impact their ability to handle diseases and medical conditions. Worrying about finances can cause health care employees to have anxiety and high blood pressure problems.

Providing personalized holistic well-being programs helps employees deal with problems in different areas (mental, social, emotional, spiritual and physical). Resolving these concerns enables workers to bring their whole selves to work. They will be more engaged so they can focus on their job and provide a positive patient experience.


Developing a year-round well-being strategy ensures that health care employers address employees’ needs every month. Slowly roll out the plan, introducing each holistic benefit option to health care workers. Make sure to educate employees about their benefits package as well.

Include programs to teach health care employees how to deal with problems and recover from unexpected experiences. Use problem-solving lessons to show them how to respond to work difficulties. This training will encourage employees to be more positive and optimistic. Plus, it shows workers that their employer is making an intentional effort to resolve needs and deal with problem areas.

Focusing on employee well-being encourages the development of a positive culture where employees support each other. Workers are more upbeat and interested in doing their best in this environment. Businesses with a positive work environment enjoy higher employee engagement and productivity, and more satisfied patients and families.

Human Resource Executive
Society for Human Resource Management