CHROs, CFOs and HR leaders advocating for building or continuing to invest in an employee well-being program are often asked to demonstrate the program’s return on investment (ROI). It’s tempting to measure the success of a well-being program by the level of employee participation. This is clearly important, but there are other measures to show meaningful impact. What matters is whether the well-being program makes employees feel supported, cared for and leads to meaningful improvements in health and well-being, engagement, retention and productivity at work.
What the data reveals about workplace well-being.
This article presents a purposeful set of findings to help you build a compelling business case. Keep in mind that success metrics aren’t one-size-fits-all. Your organization should define the measures that best reflect your distinct operational realities and goals.
We include corporate wellness statistics from a variety of industry sources, as well as WebMD Health Services’ own 2025 Workplace and Employee Survey, which reflects real-world data from the programs and populations we serve. The data covers five key themes:
- Employee well-being
- Work stress and burnout
- Engagement with work
- Retention
- Healthcare costs
When organizations embed well-being into leadership practice, performance systems and organizational structure, the results compound.
- Companies taking this integrated approach have experienced 20-25% higher productivity.1
The state of employee well-being in the workplace.
As the state of employee well-being continues to struggle, the case for well-being investment has never been stronger. Consider these findings:
- Only 57% of employees globally report good holistic health.1
McKinsey Health Institute surveyed more than 30,000 employees worldwide and found important differences in holistic health and burnout symptoms across various industries and demographics.
- 76% of adults in the U.S. report having one or more chronic conditions.2
Over half (51.4%) report multiple chronic conditions. The impact shows up across the workplace in absences, productivity and benefit costs.
- 76% of employees with chronic conditions need to take time during the workday to manage them.3
Over 60% had to take time off because of their chronic health conditions. This affects both attendance and productivity while at work.
- Depression and anxiety cost the global economy an estimated $1 trillion per year in lost productivity.4
If fewer than six in 10 employees are thriving holistically, a single-dimensional program might not move the needle. A comprehensive approach, addressing physical, mental, social, financial and workplace well-being together, is essential.
Organizations are looking to holistic well-being programs to support their people and their well-being more effectively. Those that prioritize well-being tend to unlock stronger engagement with work and improved performance. These companies often stand out in the marketplace for truly caring about their people.
Employee wellness program statistics on stress and burnout.
Stress and burnout in the workplace are two of the most pressing challenges HR leaders face today. In fact:
- 77% of workers report having experienced work-related stress in the past month.5
- Employees spend around 25% of their workweek dealing with financial issues.6
Financial stress is a source of workplace stress, and it often follows employees from home into the workplace.
- 1 in 4 employees report persistent burnout.7
WebMD Health Services’ research finds that employees who strongly perceive their organization cares about their well-being are 37% less likely to experience burnout.
While offering employees corporate wellness program benefits like workplace resilience training and stress management techniques can help, chronic stress and burnout usually don’t resolve through participation in wellness activities alone. The resolution also involves the organization taking action on workload, expectations and support structures. The combination of well-being programs and a critical assessment of workplace norms can influence employees’ perception of organizational care—and this perception of care drives real outcomes.
Corporate wellness program statistics on employee engagement.
Engagement matters. Organizations with highly engaged employees consistently outperform those without high engagement.
- Employees who strongly perceive that their organization cares about their well-being are 56% more engaged in their work.7
- Business units with high employee engagement achieve 23% higher profitability.8
- Less than 20% of employees are highly engaged in their work.9
Well-being programs create the conditions for engagement to grow by addressing both individual and organizational needs. Data consistently shows that employees who feel their organization genuinely cares about their well-being show higher engagement, stronger advocacy and greater connection to their work and teams. And that translates to better business results.
Corporate wellness program statistics on employee retention.
When it comes to justifying well-being investment, employee retention is one of the most tangible, cost-measurable outcomes. Why? Because high turnover is expensive and can be quantified—something every CFO or HR leader can relate to. Consider this:
- Replacing a leader or manager can cost approximately 200% of their annual salary.10
Replacing professionals in technical roles costs around 80%, while replacing frontline employees costs around 40%.
- Employees who feel their organization cares about their well-being are 34% more likely to stay.7
Employee retention statistics, like those above, can prove invaluable as you evaluate potential well-being vendors and seek to establish a business case for the implementation of a program in your organization.
The impact on healthcare costs.
There are many ways to demonstrate the ROI of a well-being program.
One popular metric is healthcare costs.
- Organizations taking a comprehensive approach see measurable reductions in health risks and healthcare costs.11
- Companies that invest in employee health and safety also outperform the S&P 500 over both short- and long-term horizons.12
Not only can programs impact health care costs, but increased productivity is also an important metric that can be impacted by a well-being program. Research finds:
- For every $1 invested in mental health support, employers can see a return of approximately $4 in productivity gains.13
- Productivity losses from chronic illness and injuries cost U.S. employers $575 billion.14
That’s the equivalent of 1.5 billion days of lost productivity. While presenteeism is harder to quantify, most organizations can readily calculate lost productivity resulting from absences related to chronic conditions.
Finally, a well-being program can impact talent attraction and retention. Many employees have come to expect well-being support and will seek employment elsewhere if they feel their needs aren’t being met. In fact, research shows:
- 57% of workers who feel their employer is not concerned about their mental health say they intend to look for a new job within the next year.5
The bottom line is that companies that do the most to promote well-being experience less turnover while also sending a powerful signal to prospective employees, who increasingly view wellness as an attractive part of a benefits package.
But we should not rely on industry estimates alone.
Evidence-based programs can achieve positive outcomes.
Our research has demonstrated that organizations that focus on evidence-based, well-designed, well-executed programs can achieve positive health and financial outcomes.
For example, WebMD Health Services’ Center for Research examined outcomes for employees of a manufacturer client and found that employees who participated in the well-being program experienced meaningful reductions in health risks and improvements in preventive exam compliance compared to those who did not participate. On average, individual health risks declined by nearly 15% over three years, with favorable migration of participants from high- to lower-risk classifications.
We’ve also seen long-term strategic investments in employee well-being translate into a 3:1 ROI for organizations willing to do the hard work.
It’s clear that well-being programs are no longer viewed as a “soft” benefit, but rather as a documented business lever. Forward-thinking leaders recognize that the health of their people is directly linked to the health of their organization. A well-supported workforce is healthier and also happier, more productive and more resilient. And that matters—both for the individual and the organization. This statistic says it all:
- Employees who strongly perceive that their organization cares about their well-being report 70% higher overall well-being.7
Build your business case for a wellness program.
If you are a CHRO, CFO or HR leader charged with evaluating well-being program vendors, budgeting for a well-being program or in conversations with leadership about investing in well-being for the first time, these workplace wellness statistics can help you craft a strong business case. They demonstrate that there are numerous ways to show impact beyond participation metrics. They offer clear proof that when organizations invest in well-being, employees engage more deeply, stay longer, perform better and contribute to measurable business gains.
The right metrics for your organization will depend on your workforce, your goals and the current state of your well-being program. What they all point to is the same fundamental truth: investing in employee health and well-being is investing in your organization.
WebMD Health Services helps organizations build evidence-based well-being programs that generate results across engagement, retention and productivity.
Request a demo to learn how WebMD Health Services can help you invest in a corporate wellness strategy or strengthen the one you already have.
