Workplace wellbeing is shifting. More and more organisations across the UK are recognising that workplace wellbeing can no longer sit on the surface as a set of activities or awareness days. If organisations want to see a real return from their investment into workplace wellbeing, whether that be through improved performance, reduced sickness absence, or an improvement in retention, workplace wellbeing can no longer be seen as being separate to organisational design and their ways of working.
But what challenges exist for Workplace Wellbeing Professionals across the UK, that are preventing them from shifting to a whole-system approach to workplace wellbeing faster?
To understand more, we’ve reflected upon how learners from our 2025 cohort of the Accredited Level 5 Diploma in Leading Strategic Workplace Wellbeing plan to navigate this shift, and what they need to move forward with clarity and confidence.
This group of learners represented a wide range of sectors and roles: from the NHS, local authorities and colleges, to engineering and global pharmaceutical companies. Some learners held senior wellbeing roles; others worked in HR, health and safety or occupational health and were asked to take on wellbeing alongside their core responsibilities.
Although spanning across different roles and organisations, what united them was a desire to understand what effective, strategic workplace wellbeing really looks like and how to influence meaningful change.
A shared realisation: workplace wellbeing is bigger than anyone expected
An early theme emerged during the programme: many learners discovered that their understanding of workplace wellbeing had been shaped by the way organisations typically approach it. That is, operationally, reactively and often with an emphasis on activities or events. This isn’t a criticism of individuals. It reflects a widespread pattern: workplace wellbeing roles frequently evolve organically, often without strategic grounding or senior-level clarity.
What stood out was how openly learners acknowledged this. Rather than feeling discouraged, this became a moment of expansion. Understanding “what they didn’t know” created space for broader thinking, deeper insight and more confident decision-making.
As one learner put it, “There is no way I could have done or learnt what I have during these past 3 months, by only doing my job” (Sandra Ospina, HRUC).
Uneven seniority, equal expectations
Another clear pattern was the imbalance between responsibility and authority. Learners were expected to improve wellbeing, reduce sickness absence and support performance, yet their organisational positions varied dramatically. Some had direct access to senior leaders; others were operating without that visibility.
This mismatch mirrors what is happening in many organisations right now: wellbeing is seen as important, but the strategic infrastructure hasn’t caught up. Without clarity of role, access to data, or senior backing, wellbeing work risks becoming fragmented.
The barriers organisations still face
Several challenges appeared across almost every sector represented.
1. Helping senior leaders see workplace wellbeing as a business driver
Many learners spoke about the difficulty of shifting the perception of workplace wellbeing from a support function to a contributor to performance, retention and organisational resilience. Without this shift, long-term strategic work remains difficult to progress.
2. Data: valuable, necessary, and hard to access
Learners consistently noted challenges in gathering the data needed to diagnose issues, build business cases and measure impact. Data often sits in separate systems or departments, or exists without an agreed framework for interpretation.
3. Moving beyond “Events”
A universal frustration involved the expectation that workplace wellbeing can be improved through awareness days, campaigns, or isolated activities. Learners were keen to focus instead on preventing ill health by changing organisational practices, workload, job design, and leadership behaviours. Yet, found these conversations were not always well understood within their organisations.
For many, hearing that others faced the same obstacles was reassuring. It underscored that these challenges are systemic, not personal.
Turning points in the learning journey
One of the most powerful aspects of this cohort was the collective “lightbulb moments”. Points at which the wider landscape of workplace wellbeing became visible. Learners began to recognise patterns, identify organisational gaps and understand how to influence strategically rather than reactively.
Several reflections captured this shift:
- “This diploma opened my eyes to the bigger picture of workplace wellbeing and how I can drive meaningful change.” – Michelle Saunders (Medway Healthy Workplaces Lead)
- “What I’ve learnt will help me drive real meaningful change and achieve positive outcomes for employees.” – Sam Conaghan (Health, Safety and Quality Manager, REM)
- “I feel enlightened and empowered – like I’ve now got all the tools to drive wellbeing in organisations like never before.” – Matt Wilson (UK Wellbeing Lead, Computacenter)
Together, these reflections show a movement from uncertainty to clarity. Displaying a shift not only in confidence, but also in capability.
The direction of travel: what matters most going forward
Across the group, three priorities emerged as essential for the future of workplace wellbeing.
1. A move from wellness to workplace wellbeing
Learners consistently expressed a desire to shift their organisations away from wellness activities and towards preventive, systemic approaches that tackle root causes rather than symptoms.
2. Whole-system thinking
There was strong recognition of the need to consider the entire organisational ecosystem. Looking not only at individual behaviour change, but also at ways of working, leadership, and how employees interact with each other.
3. A new kind of conversation with senior leaders
Rather than discussing wellbeing in isolation, learners increasingly framed it around performance, retention, recruitment and organisational risk. This reframing is becoming one of the most effective levers for influence.
These priorities signal a maturing field. Organisations are beginning to understand that wellbeing is part of how they operate, not something that is an “add-on” or sits outside of day-to-day work.
What this cohort demonstrates about the future of wellbeing
If the experiences of the 2025 cohort reveal anything, it is that professionals across all sectors are ready for a deeper, more strategic approach to workplace wellbeing. They want to understand the organisational drivers that shape employee experience, and they want to influence change that lasts.
Their reflections highlight something important: when people are given the knowledge, tools and space to explore wellbeing as a business function rather than a set of initiatives, they don’t just gain skills, they gain confidence, clarity and strategic voice.
The cohort’s journey reflects a wider shift happening across organisations: a recognition that meaningful wellbeing work requires structure, leadership, data and system-level thinking. And there is a growing appetite to build those capabilities.
As one learner, Meera Thakrar from Berkshire NHS Trust, summarised:
“I’ve learnt so much. I’d highly recommend this course to professionals and anyone interested in workplace wellbeing.”
About the author:
Elliot Foster is the Head of Wellbeing Strategy, and Course Director of the Accredited Level 5 Diploma in Leading Strategic Workplace Wellbeing at SuperWellness. The only qualification based on the Workplace Wellbeing Profession Map™. Through the qualification, he helps Workplace Wellbeing Professionals to be more evidence-based and strategic in their work, both increasing their confidence and improving the outcomes of their work.
With an MSc in Organisational Psychology, and experience working with both national and global organisations, he ensures that workplace wellbeing shifts from being a “nice-to-have” to a driver of business success.
Want to explore what the Level 5 Diploma looks like?
Join us at an upcoming Discovery Session, where we’ll talk about the course content, our upcoming intakes and how to take the next step in your development as a Workplace Wellbeing Professional.
Click here to register.
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