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If you want to build a meaningful well-being program at your organization, you need to hear from Jason Morgan. The global health and well-being lead at Splunk has two decades of experience in the space—about fifteen years longer than most people have even been considering what “well-being” means in the workplace.

“Splunk is a great example of how well-being can be integrated into an organization in a meaningful and lasting way,” Morgan explains. “It’s happened in just four years, but it now influences how we make key business decisions, how we lead, and how we manage change.”

In large part, he credits the connection he has with the leadership team for the successful integration. “[Leadership] is where it all starts. When leaders are committed to supporting health and well-being in the workplace—and advocating for and modeling well-being—it creates a culture where employees are more engaged, productive, and resilient. I’m grateful to work with such an engaged and supportive executive team here at Splunk and to be able to have that kind of meaningful impact on everyone here.”

External partners also play an important role in building an effective well-being program. “We are immensely proud to have partnered with Jason on his journey to design and implement a leading edge, evidence-based well-being program,” says Lesley Cooper, CEO, WorkingWell Limited. “His energy and insight are as irresistible as they are inspirational, resulting in a program that respects employee differences as powerfully as it supports performance sustainability.”

Morgan is an expert in building strategies that make “well-being” more than a buzzword at the office. He knows what it takes to embed well-being as a vital component of the company culture.

Splunk recognized the efforts Morgan had brought to programs at Mars, GE Healthcare, and other organizations over his twenty years in the space. The well-being lead has integral advice for other organizations and wellness leaders who may be struggling to prioritize well-being. Here are some important starting points.

Making Wellness Matter

Be Patient

Morgan understands that everyone from leadership to well-being professionals aren’t going to want to hear this, but in his experience, it’s a critical part of building a lasting well-being program.

“Even four years in, it’s hard to produce a definitive ROI,” Morgan admits. “What has mattered here and something that leadership understands is that our well-being program is about more than generating and producing an ROI. We wanted to create a culture where well-being was something that employees felt, not just something that they heard or read about in a newsletter. 

“We want to look at VOI: value on investment. Are we seeing changes in retention? Are we seeing changes in productivity, performance, morale, and engagement? Do employees feel that they are supported? That is where the value comes in, but you can’t expect those numbers to move overnight.”

Quantify Need and Assess Regularly

It’s important to figure out what is actually needed. It may seem fundamental, but so often, wellness plans can be rolled out without asking employees about their needs.

Splunk offers employees a $2,000 well-being reimbursement that they can use for massages, gym memberships, and even cleaning and travel services. The company also regularly assesses employee well-being, satisfaction, and engagement to document the organization’s wellness journey and identify any gaps.

“Well-being is a leading and lagging indicator and should be prioritized as such.”

Jason Morgan

If you’re not regularly following up with your people, you’re never going to know what’s happening, Morgan explains. Checking in through pulse surveys and assessments gives you more data to show leadership, a better idea of how the program can evolve, and an understanding of how employees are feeling about their day-to-day lives.

To ensure that Splunk is developing the right programs and initiatives, Morgan deploys an energy and well-being assessment to measure organizational energy and well-being. It includes thirty-six questions that focus on various dimensions of well-being, including physical, mental, emotional, and purpose. He also measures outlook, pressure and performance, agility, and recovery and resilience. These insights are used to inform and develop global, regional, local, and specific team well-being strategies.

Connect to the Rest of the Business

Perception is everything for a sustainable well-being program that stands the test of time. The program must be a key strategic priority for the company rather than a standalone program, Morgan explains. “You want to integrate well-being into the various processes and policies within the different functions so that well-being is visible throughout an employee’s workday.

“This includes partnering with your learning and development team to include principles of well-being into leadership and employee trainings, or partnering with IT, HR, or facilities to establish ways of working that help promote recovery and support mental health.

“The more you connect and embed well-being across the organization, the more impact you will be able to make. And that impact is going to help people live a healthier, happier, more energized and purposeful life.”

Elevate, Elevate, Elevate

As DEI and other societal impact organizations within companies have become more prominent, Morgan says it’s critical for well-being to be just as visible to leadership. For example, if both the social impact and DEI leaders report to the chief HR officer or VP of HR, the well-being lead should as well.

“We wanted to create a culture where well-being was something that employees felt, not just something that they heard or read about in a newsletter.”

Jason Morgan

“Well-being is a leading and lagging indicator and should be prioritized as such,” Morgan says. For well-being programs to thrive and contribute in a lasting way to an organization, leadership must measure it, discuss it, and take it seriously.

Still Fun

Every quarter, Splunk recognizes employees across four award categories. In 2022, Morgan received an award not for strategy implementation or KPI excellence, but for fun. After twenty years, Morgan still brings a lightheartedness and excitement to his role that the entire company has noticed.

“I’m passionate about what I get to do. My energy and excitement help bring the well-being strategy and program to life,” he explains. “People need to feel what it is that you’re trying to do, and they need help visualizing what the potential outcome and success looks like for themselves and their teams.”

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