{"id":16156,"date":"2026-02-03T11:11:33","date_gmt":"2026-02-03T10:11:33","guid":{"rendered":"https:\/\/rvdb.nl\/human-experience-the-importance-of-vitality-and-well-being\/"},"modified":"2026-07-08T12:49:39","modified_gmt":"2026-07-08T10:49:39","slug":"human-experience-the-importance-of-vitality-and-well-being","status":"publish","type":"post","link":"https:\/\/rvdb.nl\/en\/human-experience-the-importance-of-vitality-and-well-being\/","title":{"rendered":"Human Experience: The Importance of Vitality and Well-Being"},"content":{"rendered":"\t\t
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Human Experience: The Importance of Vitality and Well-Being<\/strong><\/h1>

Written by: Karen den Hartog, HX <\/em>Consultant, February 2026<\/p>

It\u2019s Sunday evening, you\u2019re getting ready for another workweek and checking your calendar. You catch yourself thinking: \u201cUgh, I really don\u2019t feel like going back to work tomorrow. I feel so sluggish\u2014should I just stay in bed tomorrow morning?\u201d Thoughts we\u2019ve all had at one time or another. Not a \u201cbig deal\u201d yet\u2014everyone has an off day now and then. But what if this becomes a pattern? For months\u2014maybe even years\u2014someone comes home from work with no energy left. Eventually, this leads to a sick leave. And then. Only then does the organization finally take action. <\/p>

It\u2019s common knowledge in the business world: absenteeism is one of the biggest cost drivers for an organization. So it\u2019s no surprise that organizations are making a concerted effort to reduce absenteeism rates. This approach seems to be the most efficient within the HR paradigm, where people are viewed solely as \u201cresources.\u201d After all, if a resource is broken, we need to \u201cfix\u201d it as quickly as possible. <\/p>

The Human Experience (HX) paradigm takes a different view of this situation. There is, in fact, a reason why people get sick or call in sick. And that reason\u2014that\u2019s what you, as an organization, need to focus on. If you take good care of your people and place them in an environment where they can thrive, the absenteeism rate will naturally go down. In other words, be proactive rather than reactive. <\/p>

The Business Case<\/h2>

Over the past 30 years, the international research and consulting firm Gallup has conducted global research on vitality and well-being in the workplace. More than 100 million interviews were conducted as part of this study. Among other findings, the research revealed that 75% of medical costs are attributable primarily to preventable conditions. In addition, the study shows that disengaged employees are about twice as likely to report new cases of depression as engaged employees. <\/p>

One of the studies, in which approximately 29,000 employees participated, showed that a focus on vitality and well-being is directly linked to better performance. Employees who feel that their organization pays attention to and prioritizes this topic perform, on average, 2.5 times better than employees whose vitality and well-being are not given sufficient attention. The same study shows that organizations that actively invest in vitality and well-being experience clear benefits: 89% of employees take fewer sick days, 98% indicate that wellness programs help reduce turnover, and 83% consider these programs very important for attracting new employees. In addition to helping prevent absenteeism, investing in vitality and well-being also helps reduce turnover and attract new employees. <\/p>

How can an organization help its employees thrive?<\/strong><\/h2>

The Gallup study also revealed, among other things, that vitality and well-being involve more than just providing fruit and gym memberships. The study identifies five categories that contribute to people\u2019s well-being: \u201c(career) security,\u201d \u201csocial,\u201d \u201cfinancial,\u201d \u201cphysical,\u201d and \u201cmeaning.\u201d Below are some steps you can take to ensure these various elements are in place within your organization, so that employees have the opportunity to thrive. <\/p>

(Career) Security <\/em><\/p>

The onset of stress and anxiety in people is generally most closely linked to their job or to being unemployed. \u201cMy job\u201d and \u201cmy manager\u201d are, in fact, the two strongest factors associated with well-being. In a society where 78% of the global workforce is not engaged in their work, there is therefore plenty of low-hanging fruit for organizations to seize. What can you do? <\/p>

  1. Make sure to stay in touch with your employees so you know how they\u2019re doing at work and what they need. Genuine attention sounds very easy, but it certainly isn\u2019t. It takes time and skill on the part of managers. <\/li>
  2. Make sure it is clear whether and how people can advance within the organization.<\/li>
  3. It can happen that someone isn\u2019t happy in their job. After all, not everyone knows what their calling is from a young age. What do these employees need from the organization to figure out where they truly belong? What does this next step look like (internal or external)? What role do they themselves play in this? Once again, maintaining an open dialogue with employees is crucial in this regard. If the manager isn\u2019t the right person for this, make sure someone else in the organization is designated to have these conversations and that clear roles are assigned within the Performance Management cycle. <\/li><\/ol>

    Social<\/em><\/p>

    Whether people are happy with their job and organization depends to a large extent on the connection they feel with their coworkers and\/or manager. A sense of connection at work gives many people a reason to look forward to going to work. This connection also motivates them to do their best. We do it together. Of course, you don\u2019t have complete control over your employees or whether they get along with each other. What you can do, however, is ensure that there is room for connection by: <\/p>

    1. To establish strong leadership programs so that teams are led in a humane and inclusive way, without losing sight of the focus on results.<\/li>
    2. Set aside a budget for team-building activities, with the option to choose from a variety of activities: what does the team enjoy doing together?<\/li><\/ol>

      Financial<\/em><\/p>

      Another common reason people experience stress appears to be financial worries. Stress about making ends meet. Stress about being able to buy enough groceries. As trivial as it may seem, money is of great importance in our society. With inflation rates continuing to rise, it\u2019s therefore important to support people in this regard. Here are a few tips: <\/p>

      1. Ensure a fair and transparent compensation system in which people feel they can also have a say.<\/li>
      2. Ensure that pay scales are reviewed periodically. Make sure they keep pace with the economic situation. <\/li>
      3. These days, many organizations choose to hire a budget or financial coach to help people make financial decisions.<\/li><\/ol>

        Physical<\/em><\/p>

        It\u2019s clear that fruit and gym memberships aren\u2019t the holy grail for solving absenteeism. However, offering them certainly can\u2019t hurt and may even encourage people to make healthier choices. After all, physical health has a major impact on how people feel\u2014both mentally and physically. How do you ensure that people become aware of the choices they make and the (positive) consequences those choices can have? <\/p>

        1. Encouraging physical activity and exercise by, for example, establishing a wellness budget, contributing toward a gym membership, offering a leased bicycle, or organizing after-work fitness classes.<\/li>
        2. Revamping the staff cafeteria: what we offer, and how we position items (healthy choices at eye level and in plain sight).<\/li>
        3. Masterclasses on vitality: for inspiration and self-awareness.<\/li>
        4. Health Insurance Benefits: For example, many health insurance plans offer free smoking cessation courses.<\/li>
        5. Implementing periodic health checkups: to give employees insight into their physical and mental health.<\/li><\/ol>

          Meaning<\/em><\/p>

          People often feel more motivated when they find meaning in their work. That importance is only growing. A clear vision from the organization reinforces this sense of meaning and connection: here, we work together toward a common goal. <\/p>

          At the same time, there is still much to be gained. The Gallup survey shows that only 22% of employees<\/strong> strongly agree that their organization\u2019s leaders set a clear direction. <\/p>

          Integration of the Elements<\/em><\/p>

          So there\u2019s plenty to do. But all these separate elements can turn into a chaotic mess if you don\u2019t bring them together effectively. So make sure the elements you offer are well-supported, cohesive, and easy to find. After all, it\u2019s a shame to invest time and money in employee vitality and well-being if they have no idea they can take advantage of these offerings. How can you do this? <\/p>

          1. Create a wellness calendar<\/strong> to outline, on an annual basis, what the organization offers in terms of wellness and well-being.<\/li>
          2. At a high level, you could consider developing a health and well-being roadmap<\/strong>. This document provides an overview of all the elements related to vitality and well-being that are systematically offered within the organization. <\/li>
          3. Find a central location<\/strong> where you can store the documents (possibly two pages, one for employees and one for managers). Then clearly communicate<\/strong> where you will post the calendar and\/or roadmap.<\/li><\/ol>

            In addition to ensuring that the various elements are well-supported, cohesive, and easy to find, be sure to involve your managers in the programs related to vitality and well-being. They can refer their team members to appropriate solutions as soon as an issue arises. <\/p>

            Conclusion<\/strong><\/h2>

            A focus on the Human Experience requires a fundamental shift from reactive absenteeism policies to a preventive approach that prioritizes vitality and well-being. By providing comprehensive support to employees across the various aspects of \u201ccareer,\u201d \u201csocial,\u201d \u201cfinancial,\u201d \u201cphysical,\u201d and \u201cmeaning,\u201d we create an environment where people can thrive. This not only reduces absenteeism but also boosts performance, engagement, and the company\u2019s appeal as an employer. Investing in vitality and well-being is therefore not an expense but a strategic choice with a lasting impact. <\/p>

            Sources: <\/strong><\/h3>

            Wellbeing at Work, J. Clifton & J. Harter (2021)<\/p>

            Mental Health & Well-being in the Workplace, G. Hasson & D. Butler (2020)<\/p>

            The 2024 Return on Wellbeing Report by Wellhub (2024)<\/p>

            Deci, E. L., & Ryan, R. M. (2000). The \u201cwhat\u201d and \u201cwhy\u201d of goal pursuits: Human needs and the self-determination of behavior<\/em>. Psychological Inquiry, 11<\/strong>(4), 227\u2013268. https:\/\/doi.org\/10.1207\/S15327965PLI1104_01<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

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