5 Warning Signs of ‘Carewashing’ in Your Organization
With over a decade of experience working with organizations across industries, we’ve seen a lot of shifts in how companies approach workplace wellness. But in the years following the pandemic, a new pattern has emerged as people settle into hybrid and flexible work arrangements: carewashing. This term describes the appearance of a caring culture, where wellness programs and supportive language are used to enhance an organization’s image without substantial backing. As stress and burnout continue to rise, employees quickly recognize when these efforts are only skin-deep, leading to distrust, disengagement, and high turnover.
To help HR and wellness leaders assess their organizations, here are five warning signs of carewashing, along with actionable steps to foster genuine, impactful well-being at work.
1. Inconsistent Leadership Messaging
One of the most obvious signs of carewashing is when leaders verbally support wellness but act in ways that contradict their message. For example, a manager might promote a “no-contact after hours” policy during a wellness workshop yet send emails to employees at night with tasks for the following morning.
Why It’s a Problem: These mixed signals create confusion and diminish trust in leadership. Employees may question the sincerity of wellness efforts, leading to increased stress and burnout.
What to Do: Equip leaders with training on aligning actions with wellness policies. Encourage them to model healthy boundaries, communicate expectations clearly, and adhere to the same policies they promote.
2. Wellness Programs Without Follow-Through
Another red flag is when organizations offer wellness programs — such as meditation apps, yoga classes, or mindfulness workshops — but fail to address the underlying issues impacting employee well-being. Without integrating these initiatives into the organization’s culture, they become superficial offerings rather than true resources.
Why It’s a Problem: When wellness initiatives are not meaningfully embedded in the culture, they appear as “check-the-box” activities, doing little to address root causes of stress, workload imbalances, or lack of support.
What to Do: Solicit regular feedback from employees about wellness program effectiveness and implement changes based on their input. Make wellness a core part of the company culture by encouraging managers to support mental health days, provide flexibility, and create regular check-ins for work-life balance.
3. High Turnover of “Wellness-Driven” Hires
Organizations that advertise a “caring culture” to attract new hires but fail to deliver on those promises will often see high turnover among those employees. When reality doesn’t match expectations, new hires who joined for the wellness benefits may feel disillusioned and leave.
Why It’s a Problem: High turnover, especially among hires drawn by wellness claims, is a clear indicator of carewashing and culture misalignment. It not only impacts morale but also the organization’s reputation as a workplace that values its people.
What to Do: Ensure job descriptions and recruitment messaging are transparent and accurately reflect the work environment. Additionally, provide managers with training to foster a culture where team members feel supported in asking for flexibility or mental health support.
4. Lack of Psychological Safety
In a true culture of care, employees feel safe to speak up, share concerns, and ask for support when needed. Carewashing organizations, however, often lack psychological safety, making employees reluctant to voice needs or raise issues for fear of negative repercussions.
Why It’s a Problem: Without psychological safety, employees can’t fully engage or participate in wellness programs, making these initiatives ineffective. Employees who don’t feel supported may struggle with stress in isolation, decreasing overall productivity and engagement.
What to Do: Create channels for safe, anonymous feedback and establish an open-door policy for wellness discussions. Train leaders to respond to employee concerns constructively and transparently to reinforce a culture of trust and support.
5. Wellness Initiatives as a PR Move
If wellness efforts seem more like a public relations strategy than genuine initiatives, your organization may be carewashing. When wellness programs are promoted to the public as proof of a “caring culture” but are not prioritized internally, employees can feel manipulated and disengaged.
Why It’s a Problem: Using wellness initiatives primarily for publicity can lead to distrust, resentment, and poor workplace morale. Employees are quick to recognize when wellness initiatives are designed to “look good” rather than do good.
What to Do: Regularly evaluate wellness initiatives for actual employee impact, not just external optics. Ensure that programs address employee needs rather than simply meeting a public relations goal. Align wellness metrics with employee satisfaction and engagement surveys to ensure initiatives are truly beneficial.
Conclusion
Creating a workplace culture that genuinely prioritizes employee well-being is about more than offering wellness perks or crafting clever marketing. From our decade-plus experience partnering with organizations, we know that successful cultures of care require a commitment that goes beyond surface-level initiatives. When employee well-being is woven into the fabric of the organization — supported by transparent leadership, consistent actions, and a true focus on psychological safety — the positive impact on engagement, productivity, and retention is substantial and lasting.
What You Can Do Now:
- Conduct a Wellness Audit: Regularly assess your wellness programs from the employee’s perspective. Are these initiatives meeting actual needs? Conduct anonymous surveys and engage in focus groups to gather honest feedback, and adjust programs based on what you learn.
- Train and Empower Leaders: Ensure managers understand how their actions affect the culture of care. Equip them with the tools and training to recognize signs of burnout, model healthy work boundaries, and genuinely support their teams’ mental health.
- Embed Wellness into Daily Operations: Go beyond stand-alone wellness events by integrating well-being practices into everyday routines. This could mean implementing flexible work schedules, setting realistic workload expectations, and encouraging regular breaks and time off.
- Build Channels for Honest Feedback: Create safe, anonymous ways for employees to share their well-being concerns and experiences. Regularly review feedback with leadership teams and take transparent, meaningful action to address identified issues.
By recognizing and addressing these warning signs, leaders can shift from merely “checking the box” on wellness to fostering a resilient, engaged, and genuinely cared-for workforce. In today’s competitive talent market, where employees seek workplaces that respect and support them, this commitment to authentic care is not just the right thing to do — it’s the key to sustained organizational success.
