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Our Philosophy
Is based upon improving the daily lives of your most valuable asset. Your own people! While making your HR Department life easier by outsourcing to WorkWell the needs, complexities and time required to manage your yearly corporate wellness initiatives.
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Value Proposition
We can help you bring the very best out from your employees and enable them to feel as part of a bigger and carrying family.
Boost Morale
Strengthen Culture
A Healthier Workforce
Retain & Recruit Best Talent
Improve Engagement
A Happier Workforce
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The WorkWell Difference
More Engaged Employees
Of Participants would recommend WorkWell to a colleague.
Of Participants believe we are their best day of the month
We are a hybrid corporate wellness provider, able to switch at any given moment between onsite or online, or combine both implementation channels.
Understanding
Being corporate oriented and having experienced 1st hand the demands and particular ways structured working environments operate, gives us a strong competitive advantage.
- We speak your language.
- We understand your needs.
- We can identify with your daily work life.
Operations & ROI
We are particularly good in handling the implementation process A-Z and managing most back-office needs on your behalf.
Phase 1 – Consultation
Phase 2 – Design
Phase 3 – Implementation & Communication
Phase 4 – ROI & Fine Tuning
Profound Engagement
In every phase we strive to entertain and educate your people. We always aim to exceed expectations and be their best day of the week. Boosting their morale, while helping you deliver an honest message of appreciation.
Wide Geographical Reach
Onsite, we cover all four major cities in Greece with actual physical presence. Online, we can extend our reach nearly everywhere. We are already managing other Opcos, in countries under the Greek cluster that your company may be responsible for.
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HR Director of Media Markt
April 2015
WorkWell delivered a complex chair massage project in 12 sites, across 4 cities within 4 days and satisfied 900 employees. They were flexible enough to manage our complexities and took little of our time. We repeated the project six more times, following our people’s request.
Chief People Officer of Intrasoft
April 2020
Thanks to WorkWell, Intrasoft has paved its way towards wellness. Since 2018 and every Q ever since, we implement our Wellness Week with a variety of services and their continuous support.
Managing Director of KARCHER
July 2019
After researching the market, WorkWell stood out and provided our people with Office Yoga on a steady basis. They managed the Marketing campaign and impressed us with their team’s professionalism.
C.E.O. of Isobar Iprospect
July 2017
As a company, we pay particular attention in developing and maintaining a healthy workforce; we praise the need to recognize and appreciate our staff and we seek to maintain a high level of engagement. Taking all of these into consideration, we chose WorkWell and a range of their Corporate Wellness services that they provide to our staff.
Service Pillars
We have created a wide range of experiential services based on four pillars:
Family
Kid’s Yoga | Story Telling
Nutritional
Seminars | Cooking Workshops | Private Sessions | Office Snacks
Mental
Mindfulness | Occupational Psychology | Parenting Psychology
Physical
Chair Massage | Ergonomics | Yoga | Total Body
Meet the team
There are over thirty passionate and experienced professionals, each specialized in their own field of expertise but all driven by the same moto. How to improve your people’s daily lives!
Fields of expertise
Draft Offer
Ask us for a quote depending on your particular needs or share your budget and we will draft a preliminary offer for you. We strongly believe that investing in your people, is the worthiest investment a company can ever make.
How Does Emailing After Hours Create Burnout and Impact Your Mental Health?
Employee burnout is a real problem affecting many modern workplaces. Learn why sending after-hours emails can contribute to employee burnout and what you can do about it. Source: Discover Many American workers have heard that familiar ding just as they sit down to dinner or plop in front of the television. A glance at their smartphone shows a preview of a work-related message. A co-worker has a “quick question” or is “just circling back” to an earlier discussion. Technically, the worker is off the clock and not required to respond. But people admit to engaging in email during their off time. Twenty-eight percent of American workers said they check their work email “extremely often” or “often” during their off hours, according to a 2023 survey by Pew Research. Another 27 percent said they “sometimes” check their email. For people who check their email after hours, research has found these workers feel the email must be urgent because it was sent outside of normal business hours. Scholars are finding such constant communication is exhausting and risks worker burnout. Email Response Times In a 2021 study in Organizational Behavior and Human Decision Processes, a research team conducted a series of experiments to test email response times with what they called “email urgency bias.” Email Urgency Bias With email urgency bias, the authors suggested that a message recipient would overestimate the importance of an email because it was sent after normal work hours. They assumed if the other person was taking time from their evening or weekend to send the message, then it must be important, and they must expect a timely response. The authors also expected that workers would feel their performance as an employee would be judged if they didn’t respond in a timely manner. Waiting until Monday might make them seem lazy or uncommitted. Testing After-Hour Emails The team conducted eight experiments, primarily using an online service that connected researchers with willing study participants. For most experiments, the service’s filters were set to only retrieve full-time workers in the U.S. Across the studies, the mean participant age ranged from 34.13 to 47.94; the percent with a master’s degree ranged from 24.8 to 86.6 percent. With each experiment, participants completed a survey in which they were assigned either the role of message sender or receiver. They were asked to imagine various scenarios in which the message was crafted outside of work hours and then indicate how long they thought the sender should have to wait for a response. The results were as the researchers suspected Receivers felt pressured to respond and their suggested response time was much shorter than the senders. Only when a message was marked as “not urgent” did the receivers offer a suggested response time closer to the senders. Such anxiousness to answer had the study’s authors wondering: Why do people overvalue an off-hours email? Work Emails and Attitudes The research team suggested that when a person sends a non-urgent message during their off hours, they have been thinking about a work task and want to tie up the loose end. To them, sending the message is a way to get it off their to-do list and to stop thinking about it. They don’t necessarily want a response; they just want to get it off their mind. Receivers, in contrast, get an email or text message that delivers an unresolved work item. Responding might feel like a way to tie up that loose end or to acknowledge the message is being addressed. Employee Engagement Other scholars have argued that the American workforce has evolved into a demanding culture in which full-time employees constantly have to perform with a sense of engagement and motivation. This greater psychological burden has been heightened in the past decade with the rise of the gig economy. Full-time workers have become aware that temp or contract workers cost the company less. Almost every U.S. state allows for nonunion employees to be fired at will. Employers can set expectations for “workers’ mental and emotional habits” and then terminate employees who don’t show the right “…attitudes, motivation, and behavior.” Employee Burnout For some workers, that evening email seems important because the sender took time away from their personal life to send it. Not responding might seem like the recipient lacks a positive attitude or isn’t fully engaged. Problematically, not being able to break from work can lead to employee burnout. Some scholars have also argued that feeling forced to communicate on weekends can lower an employee’s intrinsic motivation. They aren’t “circling back” or “touching base” because they care about the task or the performance of the company. They are responding out of obligation, and some are afraid of the consequences if they don’t. Mandatory Detachment Policies Organizational communication scholars have developed recommendations for companies looking to implement “mandatory detachment” policies that designate times when employees can straight up ignore company emails and texts during their off hours. For some companies, mandatory detachment might mean that all after-hours emails and texts can be ignored until the next business day. One communication channel, such as phone calls, can be the designated way to reach out if there truly is an emergency. For everything else, the sender can expect to wait. No-Contact Times Workplaces can also schedule designated no-contact times. They can rotate evenings and weekends when an employee is not available to answer customer concerns, and another worker is ready to respond if needed. But, scholars caution, these types of programs won’t be successful unless employers take the time to educate their workforce about burnout and the importance of disconnecting off-hours. Many employees need to know it’s safe to step back during off hours and not worry about being penalized for not responding on a Sunday morning to a meeting request calendar invite.
A day off work and ‘Zoom-free Fridays’ aren’t going to cut it. Here’s how to really tackle burnout.
On Monday, Citigroup’s CEO, Jane Fraser, sent a memo outlining new perks meant to curb burnout. The proposed benefits may help in the short term, but they don’t address the root causes of burnout. Employers need to get serious about overworking, mismanagement, and pay inequality, experts said. Source On Monday, Jane Fraser, Citigroup’s CEO, sent a memo telling staff that the bank would be eliminating Zoom meetings on Fridays and adding May 28 as a mental-health holiday. It was an attempt to curb skyrocketing burnout rates on Wall Street, especially among junior bankers, who, in some cases, are working upwards of 98 hours a week. In addition to these benefits, Citigroup also added an extra five vacation days and gave workers who’ve been with the bank for more than five years the option to take a 12-week sabbatical. The bank told Insider it also intends to create more flexibility for remote workers moving forward. The trouble is, days off work and Zoom-free Fridays don’t address the root causes of burnout. Consultants who help firms combat burnout said that to appropriately address the issue, companies need to get serious about the demands they place on workers and how they communicate those demands. Pay equity must also factor into the equation. ChrisTiana ObeySumner, the founder of Epiphanies of Equity, a consulting firm that focuses on social equity, said the path many firms take is akin to cutting your leg and “putting a tourniquet on it.” It can help the problem, but employers need to tackle the widespread cultural issues that lead to burnout to make a real difference. Understanding the causes of burnout Across all industries, burnout rates are rising. A recent Microsoft survey of 30,000 people found that 54% of employees are overworked and 38% are exhausted. Managers in a recent LinkedIn survey reported that burnout rose 78% in the past year. But it’s not just the pandemic burning people out. Burnout is often deeply rooted in an organization’s culture, said Jennifer Moss, a workplace expert and the author of “The Burnout Epidemic.” The main cause of burnout, Moss said, is excessive workload, which causes significantly higher rates of stress and poor work-life balance. Another major cause, she said, is a perceived lack of control over your job, sometimes because of micromanaging. “We saw some organizations saying that if you’re gone for five minutes that you have to let people know on Slack,” she said. “Basically, that’s the equivalent of raising your hand to go to the bathroom.” Lastly, burnout is also deeply rooted in inequality. Insufficient rewards for your efforts, such as unequal pay, and a lack of fairness at work are major reasons that people from marginalized groups experience burnout, she said. “So many organizations are not putting in wage policies. It should be table stakes,” Moss said. “What we do is, we just slap on more yoga over Zoom and think that’s going to solve the problem.” Asking employees what they need The first step in addressing burnout, experts said, is actually quite simple: communicate. Managers need to be asking questions such as “How are you feeling?” and “How can I best support you?” You should make it clear that you want to hear from workers when they’re struggling, said Magalie René, the CEO and founder of Workplace Catalyst, a workplace coaching and consulting company. “Don’t just assume that they want you to coach them,” she said. “Ask them what they need in the moment.” To make this communication happen, employees need the freedom to discuss these problems with the expectation that they will be supported, René said. Leaders also need to recognize that the solution to burnout can never be one size fits all. ObeySumner, who uses they/them pronouns, said employers need to consider intersectionality, or the different aspects of an individual’s identity that affect how they experience the world. For example, a young Black woman with a disability, who is experiencing systemic oppression on top of the challenges of the pandemic, may need very specific support for their burnout — either through personal check-ins, employee resource groups, or both. “If you are looking to address burnout in the organization, it’s not universal, not even a little bit,” ObeySumner said. Ultimately, Moss said, addressing burnout is a matter of empathy. Many people tend to view empathy as “do unto others as I would do unto myself,” she said. But, she went on, empathy is actually about treating others how they would treat themselves, and acknowledging that no two people’s needs are exactly the same. “The more we can do that in those microtargeted ways,” she said, “the more the culture overall will improve.”
5 Employee Wellness Trends for 2020
Organisations are beginning to understand the direct connection between employee health and wellness and business performance. But the definition of employee wellness, or wellbeing, has evolved dramatically over the past few years, and corporate wellness programs must adapt to changes in society. Source Here are 5 new trends in employee wellbeing and corporate wellness programs: 1) Employee wellness programs are about more than just physical health. What began as a focus on counting steps, tracking sleep, and logging water intake has expanded to include social and emotional—or mental—health. This means taking a more holistic view of employee wellbeing. Rather than just considering physical fitness, best-in-class corporate wellbeing programs now prioritise financial stability, mental health, social connection, substance abuse, and employee assistance. They use a workplace culture vs a clinical approach to wellness. While a clinical approach to wellness emphasises biometric screenings and health insurance premium reductions, a cultural approach to wellness aims to help employees feel and do their best and bring their most authentic selves to work every day. What you can do: Ensure your corporate wellness initiatives include programs and resources to support all aspects of employee wellbeing: physical, social, emotional, and financial. 2) Companies are combining wellness and employee recognition efforts to strengthen workplace culture, reduce turnover, and become a great place to work. Research from the 2018 Global Culture Report on the 6 essential aspects of workplace culture shows when leaders help employees feel appreciated and prioritise their sense of wellbeing, they are less likely to have employees looking to leave. When employees feel valued, understand how they contribute to the organisation, and feel emotionally, physically, and socially well, they are less likely to look for jobs elsewhere. Why? Because they know their leaders and their organisation care about them and want to help them succeed. Leaders who foster a strong sense of wellbeing and appreciation have employees who are 38% less likely to leave Even more exciting, the study behind the report found wellbeing and recognition also have a great influence on feeling a sense of purpose and opportunity in the workplace. This powerful combination of factors leads to employees being more engaged and successful in their work, which builds a workplace culture where great things are happening. That’s the type of organisation that attracts top talent like a magnet. More and more top companies are starting to integrate employee recognition and wellness strategies and train their leaders to keep both recognition and wellbeing in mind. When employees experience recognition, either by receiving or giving recognition, they feel a 33% increase in belonging and a 27% increase in overall health and wellbeing. What to do: Leaders have the most impact on day-to-day employee experiences, which makes it crucial that your managers actively know when and how to show appreciation and support employee wellbeing. Provide them with the training and resources to do both well. 3) Moving beyond participation and tracking. Simple participation in wellness initiatives does not lead to behaviour change. It takes more than just tracking activity to build healthy habits. While hitting 10,000 steps a day or drinking more water can impact an employee’s health, it may not be enough to improve overall wellbeing. Companies need to help their people take a more comprehensive view of wellbeing. For example: Moving throughout the day and taking walking breaks in place of just buying stand-up desks Practicing presence, mindfulness, and compassion in addition to healthy snacks in the cafeteria Building resiliency and purpose instead of distributing stress relieving toys Providing resources to help employees with challenges at home (caregiving, counseling, budgeting, etc.) Building a workplace culture where employees leave feeling better than when they came in Programs like coaching, group challenges or activities, and time for social interaction along with personal action plans are the most successful in engaging employees and building healthy habits. What to do: Wellness tracking apps are great only if they engage employees beyond a computer screen or a phone. Provide employees opportunities for in-person connection and resources to incorporate healthy living both at work and at home. 4) Think inclusivity in terms of compassion, not just diversity Inclusion is about more than just diversity. It’s about helping employees feel they can be their authentic selves and helping them feel like they fit in and belong in your organisation. It’s taking steps to positively impact all aspects of their employee experience, ensuring they feel connected and emotionally well, no matter what their race, gender, age, background, or experience. When companies are inclusive, they start to become places filled with compassion, camaraderie, friendship, communication, and collaboration. Compassionate, inclusive organisations create employees who focus on working together for the common good of the organisation and community. They make people feel valued, proud of their organisations, and filled with purpose. There is a big difference in culture scores when employees feel they work in an inclusive environment: Only 56% of employees say their organisation has an inclusive culture. What to do: Look at inclusivity beyond the numbers. Provide a work environment where every employee, regardless of age, gender, race, or background, feels like they belong. Make compassion and inclusiveness part of your company’s language. 5) Work/life integration replaces work/life balance Forget work/life balance. It’s now about work/life integration. Work/life integration is more than being able to leave early on Fridays. It is flexibility in when and how employees do their work, and it’s now an expectation rather than a perk. Work/life integration means finishing a proposal while on vacation, taking a conference call during your child’s soccer game, but also being able to post on Facebook in between meetings, go to a workout mid-afternoon, or attend your child’s school breakfast Monday morning. By providing technologies and policies that allow employees to decide how they want to integrate their work and personal lives and have control over their work, companies create a culture that employees want to engage with and work hard for. When employees have control over integration between their work and personal lives, we see: 53% increase in satisfaction with employee wellbeing at their organisation 30% less stress at work Over 3 times less likely to believe they frequently miss important things because of work obligations What to do: Review your policies around flexibility and work/life integration. Are they outdated? Could they be improved? Ensure policies are fair and appropriate for the types of roles at your organisation. General Conclusion When you create employee experiences that focus on an employee’s overall sense of self, you show that you care about each person as a valued member of the team, and you help employees want to stay for the long haul. A workplace that focuses on holistic employee wellbeing is a place where people will genuinely thrive at work. *All data, unless otherwise cited, from the 2018 Global Culture Study, O.C. Tanner Institute
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