Rethinking employee wellness as a performance strategy

Rethinking employee wellness as a performance strategy

One in three South African employees is reportedly experiencing burnout. The cost to company is estimated at R96,500 per employee each year. Presenteeism (being physically present at the workplace but mentally absent) is linked to burnout that results in almost seven times less productivity than absenteeism due to depression.

These are not soft metrics. They are balance sheet realities.

Against this backdrop, employee wellness can no longer be treated as a peripheral benefit. It is a performance variable.

Mannee de Wet, Managing Director of Planet Fitness, has spent three decades in the training industry and has seen this shift first hand:

“For many years, wellness in the workplace was positioned as a ‘nice to have’. A discount at a training club. An annual campaign. Something symbolic. But this approach does not move the needle on performance.”

The Link Between Wellness and Performance

In high pressure corporate environments, the link between physical and mental state and output is direct. Chronic stress reduces focus. Fatigue affects decision making. Low energy erodes morale. Over time, employee retention and healthcare costs follow the same trajectory.

“When employees are emotionally drained, the impact is measurable,” says De Wet. “Absenteeism rises. Presenteeism becomes entrenched. People are present but not productive. Regular physical training is one of the most effective tools we have to counter this. It improves mood. It reduces anxiety. It sharpens cognitive function. It builds resilience.”

The Engagement Gap in Corporate Wellness

Yet many corporate wellness programmes fail to reach the people who need support most. Participation data often reflects the already active minority. The employees who sign up for discounts or challenges are frequently those who would have trained anyway.

“The bigger opportunity lies with the inactive majority,” De Wet explains. “These are employees who feel overwhelmed, intimidated, or unsure where to start. If programmes are not designed with them in mind, engagement will plateau.”

From Perks to Behaviour Change

This requires a shift in mindset from perks to behaviour. Sustainable performance gains come from consistent habits, not once off initiatives. Small changes compound over time. So does organisational culture.

“Physical training should be treated as a performance strategy,” says De Wet. “This means understanding behaviour and reducing barriers to entry. It means creating an environment where movement is normal and supported, not something employees must squeeze in after a nine-hour day.”

Lowering Barriers to Entry

He points to accessible entry points that lower the threshold for participation. Regular sauna use, for example, has been linked to improved brain blood flow, higher levels of brain derived neurotrophins, and a reduced risk of cognitive decline. It can also help lower stress hormones and improve sleep quality.

While it does not replace training, it can serve as a starting point for employees who feel intimidated by more structured programmes.

A Strategic Mandate for Business Leaders

For HR leaders and business decision makers, the mandate is clear. Measure engagement rather than sign-ups and reward it meaningfully. Allocate time for movement within the workday if possible. Use data that reflects real behavioural change. Recognise that responsibility is shared. Employers shape the environment. Employees must still participate.

“Organisations that understand this will outperform those that do not,” De Wet concludes. “When you invest in the physical and mental capacity of your employees, you are not funding a rarely-used perk. You are strengthening the backbone of your business.”