CSA Group adding cash incentives to wellness program to encourage healthy behaviours

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The program, which is delivered through an app, offers all eligible employees up to $140 annually in payroll rewards for completing personalized health activities, such as steps, challenges, sleep tracking and digital coaching.

While the incentive program was initially framed as a pilot project, it’s now part of CSA Group’s broader wellness and benefits strategy. “Employees earn rewards by consistently engaging with the platform. Rewards are delivered as modest cash payouts, designed to recognize sustained commitment rather than one-off participation.”

After the program was launched with a full communications push and education sessions, nearly 10 per cent of employees earned a reward in the first quarter, says Snaith, with participation climbing in the second. “The early feedback has been encouraging and momentum suggests the program is striking a chord.”

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Leadership buy-in has also helped. “When regional managers encourage teams to join, it reinforces this isn’t just a head office initiative. It’s part of how we work together as a company.”

That top-down support was matched by enthusiasm on the ground. “The cash incentives helped me turn good intentions into daily habits,” said one employee in feedback shared with the organization. “I’d always known sleep and consistent activity were areas I needed to improve, but the program gave me the structure and motivation to actually follow through. The cash incentive was a great bonus, but the real impact was building sustainable habits that support my well-being.”

The fine print

Aviroop Biswas, a scientist at the Institute for Work and Health and an assistant professor at the University of Toronto’s Dalla Lana School of Public Health, believes monetary incentives have promise, but also limits.

“On one hand, rewards can motivate employees to take part, especially when health improvements feel abstract or far off, but there are questions about whether behaviours stick once the incentives are removed. That’s still an open area of research.”

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He points to a familiar pattern: participation spikes at the start of an incentive program, then fades once the rewards disappear. “Cash can get people moving, but it doesn’t guarantee they’ll stay the course after the carrot’s gone.”

The CSA Group’s program is ongoing, allowing employees to earn points daily, monthly, quarterly and yearly in order to sustain engagement. The organization is also tracking participation and sentiment through quarterly well-being reports that break down results by geography, role and demographics, says Snaith.

“So far, we’ve seen fairly consistent usage across groups, which is a positive sign.”

But the organization isn’t just watching numbers. “The bigger question is whether engagement translates into reduced stress, fewer sick days and stronger job satisfaction,” he notes. “That’s where you start to see real return on investment.” Research on cash incentives has shown program design, not just the dollar amount, determines whether employee engagement lasts. A March 2019 study in the Journal of the American Medical Association showed small details, such as when rewards were offered, how often they were delivered and how clearly they were explained, can make or break success.

The research pointed to the staying power of non-cash motivators, such as peer recognition, flexible schedules, enjoyable activities or even a genuine thank you from a manager. “The intrinsic motivation piece matters,” says Biswas. “Money gets attention, but long-term change usually depends on whether employees feel real value in the activity itself.”

Equity and privacy add further complexity, he adds. “If employees feel they’re being tracked through apps or devices, that can erode trust.”

As well, these types of programs often appeal most to employees who already have the resources to participate. “The bigger challenge is reaching people under the most stress or financial pressure; they’re the ones who stand to gain the most.”

Every step matters

For CSA Group, Snaith stresses the incentive program isn’t meant as a stand-alone program. “Cash-based rewards can be powerful but they’re not enough on their own. They work best when paired with other supports that normalize selfcare and well-being in the workplace.”

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The organization describes its approach as “holding the future to a higher standard in employee wellness,” a line that reflects the company’s broader mission of building trust through standards and culture.

Biswas agrees. “If employees see incentives as part of a bigger culture of care, they’re more likely to stick with them.”

During CSA Group’s rollout, it tracked results closely, aiming to adapt as it learned. “Every time an employee logs in to take part in a challenge or learn something new, it creates a touchpoint that matters,” says Snaith.

“That’s the kind of sustainable engagement we’re aiming for.”

Sonya Singh is an associate editor at Benefits Canada and the Canadian Investment Review.