A lot of employers decide to run some kind of health day, then realise halfway through that nobody asked the people it’s for. That’s usually where it goes wrong. Staff roll their eyes, a handful show up, and the whole thing quietly dies.
So here’s what I’d think about first.
What’s the actual reason? Maybe you want people to know their own basic numbers. Maybe you’d like small problems caught before they grow. Maybe you just want the team to feel looked after. All fine. But be honest with yourself, because employees can smell a hidden agenda from across the building.
Privacy isn’t optional. If people think you’ll see their results, they won’t come, and honestly they’d be right to worry. Keep it voluntary. Nobody gets pushed, nobody gets judged for skipping. Individual results should stay with the individual and the healthcare professional. If the company receives anything, it should be grouped and anonymous. Rules differ depending on where you operate, so check with a qualified advisor before you announce a thing.
Ask your team before you plan anything. A quick anonymous survey is enough. Would they use it? What time suits? What would they actually care about? And what makes them uneasy? That last question is the one to read twice. You can’t fix a worry you don’t know exists.
Keep the scope sensible. A check-in is normally a short chat and a few simple measurements, not a full medical exam. Desk workers might struggle with sitting all day and rubbish sleep. People on their feet might be dealing with sore backs and tiredness. Night staff just want a slot that doesn’t wreck their sleep. Ask a healthcare provider what they can honestly cover in one visit, and be cautious if anyone promises miracles.
Sort out the dull logistics. Offer slots during paid hours. Tell managers to let people go, and mean it, because if staff have to give up lunch, many won’t bother. If it’s on site, use a private room, not a corner of the open office. Spread the appointments out so one team isn’t missing all at once. Think about remote and shift colleagues too, since they’re easy to forget.
Announce it in plain words. “It’s optional, it’s confidential, here’s how to book.” That’s about all you need. Skip the slogans. Tell your managers beforehand so they can answer basic questions instead of shrugging.
Think about afterwards. People who learn something should know where to go next, like their own family doctor. And if the same thing keeps coming up, say back pain or constant tiredness, maybe the problem is the chairs or the schedule rather than the people.
One session won’t change much by itself. Ask people how it went, fix what felt clumsy, and try again.
If you’d like a picture of what this could look like in practice, a simple health check for your staff is one example of how it can be set up.