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In many companies, the concept of wellbeing is still associated only with fruit in the kitchen, free coffee, or gym memberships. But genuine concern for employee wellbeing does not begin with bonuses, but with a sense of stability, security, and support in daily work.
A wellbeing strategy is not a one-time gesture, but a systematic effort. It covers four key areas:
- Mental wellbeing — the ability to work without constant pressure and fatigue, with support in difficult situations.
- Physical wellbeing — conditions and resources that help maintain health and energy.
- Emotional wellbeing — an atmosphere of trust where employees can be heard and feel confident in the team.
- Social wellbeing — a sense of community where you are not left alone with challenges.
The essence of wellbeing is not about everyone being “happy” all the time. Its real purpose is to reduce stress, prevent burnout, and create an environment where people feel that they are not alone in the company.
Why is this necessary?
Wellbeing is not just about care or nice bonuses for the team. It’s about business and its sustainability. When employees feel good, they are more involved in processes, less likely to experience burnout, and less likely to quit. For the company, this means lower costs for finding and training new staff, retaining expertise within the team, and achieving results faster.
Research by Gallup confirms this pattern: only 21% of employees worldwide feel engaged in their work. The rest are indifferent or dissatisfied, which directly affects the business. According to estimates, lack of engagement costs companies $438 billion annually.
In other words, wellbeing is not a “nice bonus” but a strategic investment that directly affects a company’s productivity, efficiency, and financial performance.
Another Gallup study shows that companies with high employee engagement levels reap tangible benefits. They report 78% less absenteeism, 23% more profit, and 70% higher employee wellbeing.
Aon adds compelling arguments: even a 4% improvement in wellbeing indicators gives a company a 1% increase in profit. What’s more, employees who feel cared for by their employer are 70% less likely to consider other offers and 71% less prone to burnout.
Finally, according to PR Newswire, systematically integrating wellbeing into corporate culture can increase a company’s efficiency by 11% to 55%.
What does IdeaSoft’s wellbeing strategy consist of?
There is no single universal recipe — each company develops an approach tailored to its needs and culture. However, wellbeing strategies most often include several key areas:
- Mental health: educational workshops on burnout, open conversations about fatigue, and support for a culture where it is okay to ask for help.
- Work-life balance: a clear policy on vacations and days off, flexible hours, and the ability to work asynchronously without feeling constantly monitored.
- Social support: care during onboarding, mentoring programs, and team rituals that create a sense of community.
- Physical health: a comfortable office as an option, not an obligation, as well as support for team initiatives — from sports activities to participation in races.
We are not psychologists — and we don’t try to be
Wellbeing in a company is not about “treating” employees. We are honest: we do not have full-time psychotherapists, and we do not aim to replace professional help. Instead, we create an environment where there are significantly fewer reasons for burnout. Our steps are simple but systematic:
- Regular online activities: games, quizzes, and light formats for recharging.
- Reminders about the right to take a break: we emphasize that it is okay to talk about fatigue and take time to recover.
- Healthy communication: we build a culture of dialogue without unnecessary pressure or exhausting discussions.
- Constant attention: we don’t wait until someone feels bad — we regularly ask how they are doing and respond to signs of exhaustion.
This is how we create a space where people feel supported, not burdened.
How to implement wellbeing in a company
- Creating a wellbeing culture is possible even in a small team — without large budgets or a separate People department. The main thing is to act consistently and honestly.
- Start with a dialogue. Ask the team what is causing the most stress right now. This can be done simply — through a short anonymous survey.
- Be realistic. Focus on 1–2 changes that can be implemented this month: review the number of meetings, allow a day off without explanation, create a clear guide for onboarding.
- Create an MVP initiative. A small but tangible solution that immediately affects comfort. For example, one day without meetings per week — that’s how we started in our HR team.
- Don’t promise the impossible. Large, high-profile projects often lose their effect quickly. Instead, small but regular steps form a culture of care that works in the long term.
- Wellbeing is not a one-time “once a year” event, but a constant practice that becomes a natural part of corporate life.
What works and what is just for show?
What doesn’t work:
- “We are against burnout” — and at the same time, expecting to be online 24/7
- “We are for openness” — but no one reads the feedback
- “We have fun!” — but only for those who have been on the team for a long time
What works:
- Listening to feedback and responding
- Doing simple things consistently (for example, a regular slot without meetings every Wednesday)
- Giving the team a voice and freedom (for example, not forcing participation in internal activities — everyone chooses the format that suits them best)
Wellbeing in remote teams has its own specifics: at IdeaSoft, most colleagues work remotely, so it is very important to compensate for the lack of an office environment through clear communication and a sense of involvement. We have a good practice of regular calls and online events, where, for example, once a quarter, we give updates on the company and share how everyone is doing. We also have separate team-building events, which can be either online or offline, as well as online meetings with the HR manager not only about tasks but also about how people are doing. A transparent work structure also helps: when there are clear rules regarding working hours, asynchronous communication, and rest, employees feel more at ease. All of this helps maintain social connections. Thus, wellbeing in a remote culture becomes not a formality, but a part of daily interaction.
Well-being is not an “additional option” or a “bonus for loyal employees.” It is the basis of normal work. Companies spend years looking for strong people — and lose them not because of the complexity of the tasks, but because of exhaustion. Therefore, sometimes it is enough to simply ask “how are you?” — and really listen to the answer.
Tanya Yutina, HR Manager, IdeaSoft
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