Understanding the roles and experiences of workplace well-being champions: a qualitative study
Workplace well-being programs are often spearheaded by champions as part of formal or informal workplace roles. This study explored how workplace well-being champions perceived their roles in supporting workplace well-being, as well as their successes and challenges. Using a qualitative, exploratory design, we conducted in-depth, semi-structured Zoom interviews with 22 workplace well-being champions from across Canada. Participants were recruited using online advertisements and e-mails to professional networks. Participants discussed their understanding of workplace well-being, their role as champions, strategies for promoting well-being, challenges faced and sources of support. Data were examined using thematic analysis. Four themes were identified: (1) champion motivation, role and sustainability; (2) recognition, credibility and organizational support; (3) organizational structures and competing organizational priorities and (4) promoting and maintaining engagement among colleagues. Informal champions reported being self-motivated, driven by personal wellness values and a desire to support peers. They often created their roles independently, compared to formal champions who benefited from recognition and leadership access but faced more bureaucratic constraints. Champions promoted participation by tailoring activities, maintaining privacy and building trust, though efforts often targeted already-engaged staff. Both groups faced challenges such as burnout, low participation and perceptions that well-being work was not a legitimate part of their job. The findings are aligned with the Motivational Theory of Role Modeling and the Self-Determination Theory. While formal and informal champions are intrinsically motivated role models, their impact is often limited by organizational barriers. The findings provide a contextual insight from the perspectives of champions and future studies should triangulate the findings with alternative viewpoints such as those from leadership and employees. This study underscores the need for multi-level support, formal role integration and broader engagement strategies to potentially enhance their effectiveness. There is limited research on workplace well-being champions, particularly informal and formal champions and their motivations, jobs and experiences