Researchers looked at 36 studies about programs designed to help people change their behaviors at work—like eating healthier, quitting smoking, or improving how they work safely. These programs used something called the “Stages of Change” framework, which recognizes that people go through different steps when trying to change habits. Most programs focused on helping individual workers change their personal habits through information and coaching. However, very few programs tried to change how entire workplaces operate or involved managers in the process. The review suggests there’s a big opportunity to use this framework to help organizations make bigger changes, especially when it comes to following safety and ergonomics advice.

The Quick Take

  • What they studied: How well workplace programs work when they use the ‘Stages of Change’ method to help people change their habits and behaviors
  • Who participated: Analysis of 36 published research studies about workplace wellness and safety programs. Most focused on individual workers, with only a few looking at company-wide changes
  • Key finding: Most workplace programs try to change individual worker habits through information and coaching, but very few try to change how the whole organization works or involve managers and decision-makers in the process
  • What it means for you: If your workplace offers a wellness program, it may work better if managers and leaders are involved in supporting the changes, not just individual workers. However, more research is needed to confirm this approach works

The Research Details

This was a scoping review, which means researchers searched seven different scientific databases to find all published studies about workplace programs that used the ‘Stages of Change’ framework. The Stages of Change framework is a method that recognizes people don’t change overnight—they go through steps like thinking about change, preparing to change, making the change, and maintaining it.

The researchers looked at 36 studies that met their criteria and organized them by how they used this framework. They sorted the studies into two main groups: those that tried to change how individuals behave (like 29 studies) and those that tried to change how entire organizations operate (like 7 studies). They also noted what tools were used to measure progress and what results the programs achieved.

This type of review is useful because it gives a big-picture view of what research exists on a topic and where there might be gaps in our knowledge.

Understanding how different workplace programs use the Stages of Change framework helps employers and health professionals design better programs. By seeing what’s been tried and what worked, they can avoid repeating mistakes and focus on approaches that are most likely to succeed. This review also highlights an important gap: most programs focus on individual workers, but very few involve the people who make decisions at the company level.

This review looked at published research studies, which means the information comes from peer-reviewed sources that have been checked by other scientists. However, the review itself didn’t evaluate how good each individual study was—it just counted and categorized them. The fact that 36 studies were found suggests this is an active area of research, though the variety in how programs were designed and measured makes it harder to say which approach works best overall.

What the Results Show

The review found that workplace programs using the Stages of Change framework fall into two main categories. The first group (29 studies) focused on helping individual workers change personal behaviors like eating better, exercising more, or quitting smoking. These programs typically gave workers information and coaching to help them move through the stages of change at their own pace.

The second group (7 studies) tried to change how the workplace itself operates. Four of these focused on ergonomics—basically, making the physical workspace safer and more comfortable. The other three tried to change workplace conditions to support better choices, like putting healthy food options in the cafeteria or making it easier for people to quit smoking.

An important finding was that none of the 36 studies involved managers or other workplace decision-makers as the main focus. This is significant because managers often control whether changes actually happen in a workplace.

The review also found that different studies used different tools to measure whether people were actually changing their behaviors. This makes it hard to compare results across studies. Additionally, the way the Stages of Change framework was used varied widely—some programs used it as the main structure for the entire program, while others just used parts of it. This variety suggests there’s no standard ‘best way’ to use this framework in workplaces yet.

This review adds to existing knowledge by showing that while the Stages of Change framework has been used in many workplace programs, most focus on individual behavior change rather than organizational change. Previous research in other settings (like healthcare) has shown that involving leaders and decision-makers is important for making lasting changes. This review suggests that workplace wellness programs might benefit from applying that same lesson.

The review has several limitations. First, it only looked at published studies, so programs that weren’t written up in scientific journals aren’t included. Second, the review didn’t evaluate how well each study was conducted—some may have been higher quality than others. Third, because programs were so different from each other, it’s hard to say which approach works best. Finally, the review doesn’t tell us whether these programs actually saved money or improved health in the long term.

The Bottom Line

Based on this review, workplace wellness programs may be more effective when they: (1) involve managers and decision-makers, not just individual workers; (2) make changes to the workplace environment itself, not just provide information; and (3) recognize that people change at different speeds and need support at different stages. However, these are suggestions based on what’s missing from current research, not proven recommendations yet. More research is needed to confirm these approaches work.

This research matters for: employers and HR departments designing wellness programs; occupational health professionals; workplace safety managers; and anyone involved in helping people make healthy changes at work. It’s less directly relevant to individual workers, though understanding how these programs work might help you get more out of them if your workplace offers one.

Behavior change is slow. Research suggests people typically need several months to move through the stages of change and establish new habits. Don’t expect results in weeks—realistic timelines are usually 3-6 months to see meaningful changes, and 6-12 months to establish lasting habits.

Want to Apply This Research?

  • If using a wellness app, track which ‘stage of change’ you’re in for your goal (thinking about it, preparing, actively changing, or maintaining). Rate yourself weekly on a scale of 1-10 for readiness to change. This helps you see progress even when the behavior itself hasn’t fully changed yet.
  • Use the app to set up reminders that match your current stage. If you’re just thinking about change, set reminders to learn about the benefits. If you’re preparing, set reminders to plan specific actions. If you’re actively changing, set reminders for the new behavior itself. This keeps support matched to where you actually are in the process.
  • Track both your stage of change and your actual behavior monthly. Create a simple chart showing your progression through the stages. This helps you see that moving from ’thinking about it’ to ‘preparing’ is real progress, even if you haven’t fully changed the behavior yet. Share this with a workplace wellness coordinator or health coach for accountability.

This review summarizes research about workplace programs but does not provide medical advice. The findings suggest opportunities for better program design rather than proven recommendations. If you’re considering making health changes at work, consult with your healthcare provider or occupational health professional for personalized guidance. Results from workplace programs vary by individual, and this review does not guarantee any specific outcomes. Always follow your workplace’s policies and your doctor’s advice when making health-related changes.