Too many organizations with unsustainable “work hard, play hard” cultures believe that checking the well-being box by offering mindfulness training or yoga classes qualifies them as having a positive and safe culture when, in fact, they’re merely “carewashing.” Like the more familiar term greenwashing, carewashing is derived from whitewashing: covering up or putting a misleading spin on a failure to meet some commitment, stated claim, or standard. At a time when employee well-being has been unequivocally tied to organizational performance and yet workers are historically unhappy, leaders should do everything in their power to provide healthy, motivating workplaces. The authors present four strategies to safeguard against carewashing.

Denis Bolkovskis

Anthropic

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Employees are increasingly attracted to organizations with cultures that support well-being at work. However, there is a disconnect between what leaders portray as cultures of care and employees' actual experiences. This misalignment, known as carewashing, leads to a reduction in trust, engagement, job satisfaction, and well-being. Organizations need to address emotional culture, prioritize employee well-being, and align commitments with capabilities to avoid the pitfalls of carewashing.

How “Carewashing” Alienates Employees