Practice knowledge base
Wellness Challenges
Voluntary challenges involving steps, running, or other forms of movement help people incorporate regular activity and create a gentle shared rhythm without pressure to participate.
Documentation sections
What it is
Wellness challenges are short, voluntary activities: steps, runs, bike rides, workouts, or any other convenient movement format. The company sets simple rules, a logging channel, and a safe tone for participation. The practice addresses a workplace need, not a medical one: it helps people move more often and find a neutral opportunity to socialize.
When it helps
- Employees spend a lot of time sitting at their workstations and rarely take movement breaks.
- Survey results show signs of fatigue, low energy, or poor recovery.
- Teams lack informal opportunities to connect outside of work tasks.
- The company wants to support well-being without imposing mandatory fitness standards.
- Hybrid or remote employees need a common rhythm that doesn't require in-person meetings.
How to start
- 1 Choose one simple format: steps, movement minutes, runs, or personal goals without comparing results.
- 2 Appoint an owner who will compile the rules, logging channel, and FAQ responses.
- 3 Communicate the voluntary nature, the no-pressure policy, and the option to choose an achievable activity level.
- 4 Launch a short pilot with an open calendar and neutral reminders.
- 5 After the pilot, verify that people find it comfortable to participate and that the format doesn't cause shame or unnecessary competition.
Expected effect
The practice provides employees with a clear incentive to move more throughout the week and makes well-being a visible part of the work environment. For managers, itʼs a soft way to support team energy and informal connections without compulsory corporate events.
Common pitfalls
- Turning the challenge into a competition where only the most athletic participants stand out.
- Pressuring participation through managers or public leaderboards.
- Ignoring employees' varying physical abilities, health, age, and personal limitations.
- Evaluating the practice only by the number of participants, not by how safe and comfortable it was for people.
- Introducing overly complex rules that require separate administration.
Further reading
- Documentation: WHO, Guidelines on physical activity and sedentary behaviour
- Report: WHO, Global action plan on physical activity 2018-2030
- Documentation: CDC, Workplace Health Model
- Research: Proper et al., workplace physical activity programs and health outcomes
FAQ
Who should own the practice?
Typically, ownership goes to HR, a wellbeing coordinator, or an employee initiative group. Managers can support participation but should not make it mandatory.
Can we start without a budget?
Yes. To start, simple rules, a shared channel, and voluntary progress logging are enough. A budget is only needed if the company wants to add an app, merchandise, or an external partner.
How to avoid pressuring people?
From the start, make it clear that participation is voluntary, results are not tied to performance reviews, and people can choose an achievable format or not participate without giving a reason.
How to know if the format is working?
Don't just look at the number of participants. It's important whether people come back for the next round, whether there are complaints about pressure, and whether light non-work connections appear between teams.
What if some employees don't like sports?
Don't frame participation as the norm for everyone. Offer alternatives: walks, stretching, breaks from sitting, or personal goals without public comparison.