Wellbeing Fatigue: Why Employees Are Tired of Initiatives and What Actually Works 

By Beth Hope ICF PCC, &hope Executive Coaching

Many organisations are seeing a rise in “wellbeing fatigue”: a sense of weariness or cynicism toward the constant stream of wellness initiatives. Eighty-five percent of large companies now offer wellbeing programmes yet burnout is rising and “quiet quitting” has become a staple of workplace language [1]. Global surveys show that employee engagement has dipped to 21%, costing the global economy around $438bn [2]. 

This disconnect raises a critical question: Why are well-intended initiatives falling flat, and what actually improves wellbeing in a sustainable way? 

The answer lies in understanding the psychology of disengagement and designing wellbeing programmes that build real skills, not momentary spikes of enthusiasm. 

The psychology of disengagement 

Disengagement often stems from overload and a loss of trust. When people face continual pressure or rapid organisational change, emotional exhaustion and detachment follow, classic indicators of burnout. A growing body of research shows that “change fatigue” is increasing, with employees reporting heightened anxiety and distrust due to constant shifts in priorities [3]. Even when changes are well-intended, frequent disruption can leave people feeling out of control. 

Autonomy plays a crucial role too. Wellbeing initiatives delivered top-down, without involving employees in the design process, can feel tokenistic. When there is a gap between what organisations say (“your wellbeing matters”) and what employees experience (high workloads, limited resources or poor support), cynicism grows. Over time, this erodes motivation and participation in any new initiative. When people feel unheard or unconvinced of an initiative’s sincerity, disengagement is a natural psychological response. 

When initiative overload backfires 

Wellbeing fatigue is often fuelled by initiative overload. Companies eager to help introduce multiple programmes at pace: lunchtime yoga, resilience workshops, meditation weeks, all layered on top of everyday work. Behavioural science consistently shows that asking people to overhaul several habits at once is overwhelming and unlikely to succeed [4]. Faced with a scattered menu of wellness activities, many employees end up engaging with none. 

Surface-level efforts make matters worse. Traditional wellness programmes are often based on perks or quick fixes e.g. rewards for step counts, occasional seminars, free fruit, while overlooking the structural issues that drive stress. Offering meditation apps to an overstretched team is, put bluntly, like putting a plaster on a bullet wound. Employees can spot the mismatch: a yoga session means little if workloads are unmanageable. This undermines trust and contributes to the sense that wellbeing initiatives are cosmetic rather than transformational. 

Wellness activities vs wellbeing skill-building 

There is a fundamental difference between one-off wellness activities and building long-term wellbeing skills. 

Activities such as wellbeing events, step competitions or mental health days can raise awareness, but their impact is short-lived without systemic support. By contrast, wellbeing skill-building focuses on developing lasting capabilities: resilience, emotional regulation, healthier boundaries, stress management and clearer communication. 

Research-informed organisations are shifting towards embedding wellbeing into professional development. Instead of isolated workshops, they offer micro-learning, resilience coaching, and team-based skills sessions that build confidence and capability over time. This approach increases personal efficacy and normalises healthy habits as part of daily working life. Evidence suggests that treating wellbeing as a core competency creates higher engagement than ad-hoc perks [5]. 

Employees are far more likely to engage with initiatives that improve their day-to-day experience rather than those that feel like optional extras. 

Redesigning programmes with behavioural science 

To combat wellbeing fatigue, organisations can apply simple but powerful behavioural science principles. 

• Simplification and sequencing. Rather than launching many initiatives at once, focus on a small number of behaviours that matter most. Incremental change is more sustainable. Some organisations dedicate a quarter to building a single capability, such as resilience, before layering in additional themes. This gives initiatives time to take hold and prevents overload. 
• Make healthy choices the easy choices. Behavioural design can nudge employees towards healthy habits without requiring constant willpower. Examples include digital curfews to reduce after-hours email, meeting-free zones, default healthier food options or designing workplaces that encourage movement. These small tweaks ease cognitive load and reduce reliance on individual motivation. 
• Harness motivation and social context. Wellbeing improves when people feel connected and supported. Team-based challenges, peer support groups and manager-led discussions increase engagement through social accountability. Framing wellbeing activities around personal values e.g. energy, family, purpose, focus, is more motivating than prescriptive messaging. 

Managers are central here. When leaders model healthy behaviours and openly use wellbeing resources, they legitimise participation for others. Employees need to see that wellbeing is not only encouraged but expected. 

Embedding lasting habits 

To make wellbeing stick, organisations must move from isolated interventions to embedded practices. Habit stacking, linking a small wellbeing habit to an existing routine, is an effective tool. For example, opening every team meeting with one minute of grounding, or closing the week with acknowledgements and achievements. These micro-practices normalise wellbeing as part of “how we work”. 

Employee involvement is also critical. When people shape wellbeing programmes, they are more meaningful and more likely to be used. Regular feedback loops allow organisations to iterate, refine and focus resources where they have the most impact. Companies that listen and adapt see higher sustained participation in wellbeing programmes [5]. This may involve recognising when a wellbeing resource is underused not because the topic lacks value, but because the delivery format or accessibility isn’t working and adjusting accordingly. 

Leadership and accountability are the glue. Leaders who actively encourage time off, model work-life boundaries, and remove the stigma around accessing support help create a culture where wellbeing is both valued and practised. 

Overcoming wellbeing fatigue requires a shift from quantity to quality. Organisations must streamline initiatives, build practical skills, and address the structural factors that drive stress. When wellbeing becomes embedded into leadership, culture and everyday habits, rather than a calendar of disconnected activities, employees engage more deeply and performance naturally improves. 

Sustainable wellbeing is not a perk. It is a strategic capability that shapes how people think, feel and perform at work. With focus, science-informed design and meaningful leadership commitment, employees can move beyond fatigue and genuinely thrive. 

References 

1. Croft, J., Parks, A., & Whillans, A. (2024, October 18). Why workplace well-being programs don’t achieve better outcomes. Harvard Business Review. (Analysis arguing that many wellness programs fail by focusing on individuals over systemic factors) 

2. Gallup. (2025). State of the Global Workplace 2025 Report. 

3. Visier Team. (2023, December 7). A Year of Change Fatigue: New research reveals that employees are more anxious and distrusting after a turbulent 2023. Visier Insights Blog. (Findings on “change fatigue” from a 1,000-employee survey) 

4. Willis Towers Watson. (2023, March 20). Harnessing the science of behaviour to improve employee wellbeing. WTW Insights. (Discussion of applying behavioral science—e.g., incremental change, nudges, framing—to boost wellbeing program effectiveness) 

5. Gibson, H. O. (2023, August 28). How workplace wellness programs can give employees the energy boost they need. Harvard Business School Working Knowledge. (Insights on low utilization of wellness programs and the need to revamp offerings)