3. THE MOTLEY FOOL
A 25-year-old multimedia company
based in Alexandria, Va., that provides
investment advice and employs about
What it ofers: Free biometric screen-
ings; fu shots; onsite ftness, yoga and
meditation classes; free personal train-
ing sessions; stress reduction tools and
counseling; monthly physical chal-
lenges; and treadmill and standing
desks. There is no set vacation policy.
The company trusts employees to manage their own time of.
Why: “We’re an intellectual-prop-
erty company, and our people are our
No. 1 expense,” says Lee Burbage, chief
people ofcer. “We work pretty hard to
make sure people love coming to
work every day.” In addition, hav-
ing a healthy workforce is in the
company’s best interest, Burbage
says. “You can’t be your best self
if you aren’t healthy.”
The secret weapon: Before Sa-
mantha Whiteside, chief wellness
ofcer, was hired six years ago, the
company’s ftness program con-
sisted of organizing an occasional
soccer game and having workers
do jumping jacks in the conference
room. Now, thanks to her initiative,
employees can attend daily exercise
classes or participate in monthly ft-
ness challenges, which are announced
in an e-newsletter that highlights the
company’s wellness resources. White-
side meets with all new employees to
review the company’s wellness benefts.
“People understand that health is part
of our culture,” Burbage says.
Challenge: There was pushback a few
years ago when the company’s leaders
decided to remove the soda machine
and stop stocking candy around the
ofce. “It took a while for people to get
used to it,” Burbage recalls.
Results: In company surveys, 88
percent of those highly engaged in the
wellness program say they feel very
positive about work, and 79 percent
say they leave the ofce feeling great. In
contrast, just 64 percent of those who
don’t participate in the program leave
for the day in such high spirits.
4. ASK EMPLOYEES WHAT THEY
WANT. This can help your organization
avoid the common disconnect between
workers’ needs and companies’ offerings. That gap can cost money.
5. DECIDE WHETHER TO BUILD
YOUR PROGRAM OR OUTSOURCE IT.
Strategies such as paying for gym memberships or opening an onsite fitness
facility may help employees be more
physically active, although the former is
likely more economical than the latter.
6. BE PATIENT. Remember that changing a corporate culture—or individual
behavior—is a long process. Monitor
program adoption rates,
but don’t be discouraged if raising
takes longer than