Qualitative research study explores experiences of wellness advocates within organizations
As organizations across Canada strive to boost employee wellbeing, new research presented by Aviroop Biswas at the Institute for Work & Health’s (IWH) Speaker Series highlights the pivotal—but often underappreciated—role of workplace “champions” in driving wellness initiatives.
Biswas, a scientist at IWH and assistant professor at the University of Toronto’s Dalla Lana School of Public Health, shared findings from a qualitative study that delved into the experiences of both formal and informal wellness champions. These champions, he explained, are “people who are within organizations who advocate for and help drive and sustain initiatives.” They can be found at any level, from front-line staff to management, and are united by a passion for improving workplace health.
Low participation, high motivation
Yet, despite their enthusiasm, champions face significant hurdles. “Actual participation rates in these programs tend to be quite low—often in the single digits and rarely close to 50 percent,” Biswas noted, underscoring a gap between employee interest and engagement.
The study, which involved interviews with 22 champions from diverse sectors, identified four main themes: motivation and sustainability, recognition and support, organizational structures, and engagement strategies. “Most champions were motivated by their own personal experiences and values,” said Biswas. “For many, this motivation came from their own journeys, that’s either mental health journeys, an interest in fitness and healthy living, or a genuine sense of responsibility to help others.”
Recognition and burnout
However, the work can be taxing. “Everyone I know in this field pretty much, it seems, there’s a certain time when they burn out because they’re so passionate about what they do—their heart is in the right place,” Biswas admitted.
The research also found that champions’ efforts are not always recognized as “real work,” which can undermine their credibility and effectiveness. Informal champions often juggle wellness advocacy with their primary job duties, risking burnout without formal support or acknowledgment.
Biswas emphasized the need for organizations to formally recognize and support champions. “Having a champion recognized for their work was spoken about as helping champions gain credibility from their colleagues and have them take workplace wellness seriously,” he said.
Support and succession
When it comes to engaging employees, champions use a mix of structured methods—like surveys—and informal approaches, such as personal conversations and role modeling. Yet, most focus their efforts on employees already inclined to participate, with little success reaching the hardest-to-engage.
Looking ahead, Biswas called for broader organizational support, succession planning, and tailored programming to ensure champions can sustain their efforts and reach a wider range of employees. “Champions can have an important role to play in drawing interest in workplace wellness among their colleagues,” he concluded. “But they may not be effective on their own despite their best efforts in drawing interest in workplace wellness activities.”
The full study is under peer review, and Biswas encourages those interested to watch for a lay summary on the IWH website.
