Health and wellbeing of employees has a direct correlation to organizational performance. It is essential that organizations and successful leaders prioritize the health and wellbeing of all employees – from the C-suite to entry level positions. As rates of stress, chronic illness, and unhealthy lifestyle choices continue to increase, it is imperative that organizations discover strategies that cultivate employee wellbeing. Employees with high wellbeing are more engaged, productive, and energized and directly affect a company’s bottom line; it is in the best interest of employers to invest in human capital and wellbeing of employees. Health and wellness coaching demonstrates encouraging potential as a cost-effective catalyst to optimize employee wellbeing. Rooted in science-based research with the foundation in relationships, communication, and connection, health coaches partner with employees as they build self-awareness around a holistic view of health. As employees build self-awareness, they increasingly recognize the importance of managing stress and self-care, connecting to their vision and values, taking active steps towards change, and addressing barriers and obstacles. With these strategies, individuals build resilience as they gain energy, empowerment, and work towards positive growth. This paper outlines the challenges that leaders and employees are facing, describes the intervention of health and wellness coaching, and provides a group coaching case study that demonstrates how health and wellness coaching can foster employee wellbeing. This case study provides evidence that health coaching shows promise as an intervention to optimize employee health and wellbeing.
Keywords: employee health and wellbeing, wellness, stress management, health and wellness coaching, group coaching, leader wellbeing, self-awareness, case report
Yocum, Shannon M.A., NBC-HWC and Lawson, Karen MD, ABIHM, NBC-HWC
"Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations,"
The Journal of Values-Based Leadership: Vol. 12
, Article 8.
Available at: http://dx.doi.org/10.22543/0733.122.1266
Available at: https://scholar.valpo.edu/jvbl/vol12/iss2/8