A wellbeing service agreement should define the activity, provider, booking access and participant communication. It should not guarantee changes in health, absence or productivity that the purchased service cannot establish. Focus on what the supplier can deliver and how employees are supported when a booking or session does not go as planned.
A wellbeing service agreement should define the activity, provider, booking access and participant communication. It should not guarantee changes in health, absence or productivity that the purchased service cannot establish. Focus on what the supplier can deliver and how employees are supported when a booking or session does not go as planned.
List the activities, delivery format, facilitators or venues and exclusions. Identify any clinical service separately for the appropriate professional review. Require approval before a material change in activity or provider.
For example, replacing a general educational workshop with individual consultations changes both the participant experience and the questions the buyer must assess. It should not be treated as an equivalent session merely because the topic sounds similar.
Agree how employees book, when availability is communicated and how cancellations or unavailable appointments are handled. State the conditions for rescheduling and any commercial effect. A benefit should not be described as readily available if the supplier has not committed meaningful capacity for the intended workforce.
Clarify the route for employees who need an alternative format or location. The supplier should communicate limitations candidly rather than promise to accommodate every request without assessment.
Review invitations, service descriptions and the complaint process. Employees should understand participation conditions and what information reaches the employer. Have the privacy owner approve the reporting arrangement and avoid assuming that personal service details belong in an HR dashboard.
The provider should explain how it handles questions beyond the activity's scope and any incident requiring an appropriate professional response. The employer's programme coordinator should not be positioned as a clinical decision-maker.
Review sessions delivered as agreed, booking success, cancellations, communication and account accuracy. Use aggregate feedback where appropriate and acknowledge limitations in response rates. Do not infer clinical benefit from attendance or satisfaction alone.
Agree corrective actions for avoidable problems, such as inaccurate venue information or unclear eligibility instructions. The service agreement should make the benefit dependable and understandable. It should not turn a voluntary programme into an employee assessment exercise or a contract built around health-outcome promises that neither the buyer nor provider has a sound basis to guarantee.
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