As smartphones become more entrenched in our daily lives, thewellness technology industry has exploded to more than $8 billion, driven largely bywearable devices and more than 160,000 wellness-related mobile apps.

Employers are capitalizing on the tech advances, makingworkplace wellness programs more digital, social, andconnected.

Particularly as more mobile-focused millennials enter the workforce,companies are expanding web-based competitions and incentives forgetting physically healthy.

Programs that allow employees to track FitBit data and awardingprizes for workers with the highest monthly step totals arebecoming much more common. Even savvier companies are tyingwellness to their overall benefits offerings, offering employeesthe chance to compete for an extra vacation day by reducing theirbody fat percentage.

While these incentivized programs are developed with the best ofintentions to encourage employees toward better health habits, theunintended consequence is backlash from employees who are wary ofrevealing personal health data — especially on the internet.

Also, those employees who find themselves at the bottom of theonline leaderboard may feel discouraged and demoralized, theopposite of an employer’s objective. Moreover, there is a concernthat incentivized wellness programs tend to penalize those whodon’t participate or are less successful.

Obviously, employers don’t want to disregard employees who don’tfeel comfortable sharing sensitive health information. If employeesdon’t feel comfortable sharing these personal details with theiremployer, they should still have the opportunity to chase theincentives, and ultimately benefit from the wellness program.

Keeping all employees in mind, there are three keys to creatingsuccessful, employee-centric wellness programs that increaseengagement while respecting privacy concerns.

Survey

A simple but effective first step is to survey employees ontheir thoughts and concerns around wellness programs. Providingemployees a platform to voice their opinions allows employees tofeel heard and for employers to empathize with their workforcewhile developing wellness programs. This step conveys the care andeffort behind creating employee-centric programs that give everyonethe opportunity to participate.

Accommodate

According to Businessolver’s Workplace Empathy Monitor, 1 in3 employees would switch companies for equal pay if the otheremployer was more empathetic. The researchreveals that embedding empathy in the workplace operations, such aswellness programs, is a key factor aspect of building trust andloyalty with employees.

At the end of the day, workplace wellness programs are designedto encourage a healthy lifestyle — not win points or prizes — andit’s important to keep that end goal in mind.

For example, rather than a competition to lower employee bodyweight or BMI, employers can instead offer employees a free yogaclass once a week. This allows employees to participate in ahealthy activity while connecting with colleagues, without havingto worry about revealing personal and private information.

Being flexible with wellness programs is an empathetic behaviorthat broadens the circle of those wanting to participate, maintainsthe end goal of improving health, and ultimately benefits a companyin recruiting and retention.

Communicate

Of course, the most fun, effective, and empathetic program doesno good if employees don’t know about it and aren’t engaged.

So, the most beneficial step employers can take in creating awellness program is effectively communicating with allemployees that the program is open, what is necessary toparticipate, and keeping feedback channels open.

Make sure employees are completely briefed — maybe develop andshare one-pagers for employees to quickly reference. Also, it’simperative to provide an onsite contact who can be a champion forthe program and answer any employee questions or concerns. Withthis, trust is built between employers and employees, and awellness program has a stronger chance of succeeding right from thestart.