Is Your Company Truly Caring, or Just Carewashing?

By WOI+ Editorial Team 

In a world where well-being has become a buzzword, many companies are quick to tout their commitment to caring for their employees. But behind the shiny promises and polished branding, how many organizations are truly walking the talk? The harsh reality is that many companies are engaging in “carewashing”—the practice of promoting a culture of care that is more surface than substance.

A recent 2024 Gallup survey revealed a stark decline in the percentage of employees who feel their organization genuinely cares about their overall well-being, plunging from 49 per cent in 2020 to just 21 per cent in 2024. This drop is not just a statistic; it’s a clear sign that employees are increasingly disillusioned with the hollow gestures and empty rhetoric that have become all too common in today’s corporate culture.

The Mirage of Well-Being Initiatives

Organizations with unsustainable “work hard, play hard” cultures are particularly guilty of carewashing. They check the well-being box by offering perks like mindfulness training or yoga classes, but these efforts often fail to address the deeper issues within the workplace. Instead of fostering a genuinely positive and safe culture, these initiatives can feel like a facade—a way to cover up the cracks in an otherwise toxic environment.

This disconnect between what companies say and what they actually do is not only damaging to employee trust but also to the organization’s overall performance. When employees perceive that their well-being is not truly valued, their engagement and motivation plummet. This, in turn, leads to a host of operational challenges, from innovation stagnation to increased absenteeism and presenteeism.

Carewashing: A Breach of Trust

The term “carewashing” is derived from the more familiar concept of “greenwashing,” where companies make exaggerated or false claims about their environmental efforts. Similarly, carewashing involves making superficial gestures of care that do not reflect the true culture or values of the organization. It’s a breach of trust that can have serious repercussions.

One of the most insidious aspects of carewashing is its impact on psychological safety within the workplace. When employees feel that their leaders are not genuinely invested in their well-being, it creates an environment of cynicism and mistrust. This can lead to a negative emotional climate where employees are less likely to speak up, share ideas, or take risks—all of which are essential for a thriving workplace.

The Real Cost of Carewashing

The cost of carewashing is not just reputational; it’s also operational. When employees feel disconnected from the organization’s values, they are more likely to disengage, leading to higher turnover rates. The 2024 Gallup survey found that improving well-being and culture was rated much higher than increasing compensation among “quiet quitters” — employees who do the bare minimum to get by while seeking other opportunities.

For example, consider the impact of carewashing on workplace diversity. A CEO may insist that job descriptions emphasize a caring, inclusive culture to attract women candidates. However, if the organization fails to provide the necessary support and flexibility for these new hires, they are likely to leave, undermining the company’s diversity efforts.

How Carewashing Happens

Carewashing can occur for several reasons, often stemming from a lack of leadership skills or self-awareness. Some leaders may prioritize the optics of harmony over addressing the real issues within their teams. Others may claim to value employee well-being but fail to provide the resources or follow-through needed to make these values a reality.

For instance, a leader might hire a consultant to offer a well-being workshop, but then undermine the initiative by sending out work-related emails during the session. This kind of mixed messaging not only creates stress for employees but also reinforces the idea that the company’s commitment to well-being is superficial at best.

Avoiding the Pitfalls of Carewashing

So, how can organizations avoid the trap of carewashing and create a culture of genuine care? It starts with aligning rhetoric with reality. Leaders must ensure that their commitments to employee well-being are not just words on a page but are reflected in their daily actions and decisions.

One of the most important steps is to foster a culture of trust and psychological safety. This means creating an environment where employees feel comfortable sharing their concerns and where leaders are willing to listen and act on their feedback. Regular assessments of the emotional climate within the organization can help identify areas where improvement is needed and ensure that care initiatives are having the desired impact.

Be Who You Say You Are

Ultimately, avoiding carewashing requires authenticity and integrity. Organizations must be willing to make real, tangible changes to support their employees, rather than relying on empty promises or superficial gestures. This might involve re-evaluating leadership criteria to prioritize empathy and ethical behaviour, or ensuring that care-related commitments are realistic and achievable.

In a true culture of care, leaders don’t just talk about well-being — they live it. They create an environment where employees feel valued, supported, and safe to be themselves. And in doing so, they build a workplace that not only attracts top talent but also retains it, fostering a culture of engagement, innovation, and success.