“It’s really not about putting more money into well-being; it’s about taking the concepts of well-being and seeing how you can embed that concept into the many programs you already support,” Diana Scott, leader of the Conference Board’s US human capital center, tells HR Brew.

While often used interchangeably, well-being and wellness are distinct; the former refers to the state of an employee’s overall health (physical and mental, as well as financial) and the latter describes how an employee can maintain their health (think exercise and meditation).

And both are HR priorities. Nearly all (98%) CHROs say they’re at least somewhat responsible for their employees’ well-being, according to Conference Board’s Q1 CHRO Confidence Index survey of 150 CHROs, which it released on March 22.

While just 26% of respondents reported that their companies increased spending on well-being in 2024, Diana Scott, leader of the Conference Board’s US human capital center, told us monetary investment isn’t necessarily an indication of their commitment.

Since many HR pros juggle multiple priorities with limited budgets, Scott told HR Brew she’s seen CHROs support employee well-being by embedding it into established initiatives like manager training, employee resource groups, and learning and development.

Scott suggested that HR might include education on the importance of sleep, for example, or how to achieve work-life balance. This, she said, can show how employees’ well-being is fundamental to company priorities.

“It’s really not about putting more money into well-being; it’s about taking the concepts of well-being and seeing how you can embed that concept into the many programs you already support.”

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