The benefits of workplace sports and social clubs

Nearly half (46%) of employees rarely or never socialise with colleagues after hours, according to research by Blackhawk Network’s (BHN), published in May 2025. Offering workplace clubs and societies, and encouraging participation in these, is one way for employers to help facilitate and improve workplace connections .

Available workplace clubs and societies

Employers can offer a broad range of clubs and societies tailored to the interests of their people and culture. These can include clubs for sports, such as football, running or yoga, gaming and cooking, as well as groups for development, charity and community. Other examples are clubs for volunteering, sustainability and culture.

Jo Werker, chief executive officer at Boostworks says: “Mental health and wellbeing groups, in particular, are also becoming increasingly common, as employers take a more proactive approach to supporting the whole employee experience.”

Some employers offer social clubs to enable staff to get together on a regular basis to socialise, whether on-site in the workplace or an off-site venue or event. They can subsidise employees’ food, drinks or entry fees, or cover the full total. 

Clubs and societies can also be shaped around employee resource groups. These can range from identity-based groups for LGBTQ+ networks, neurodiversity and carers, to wellbeing clubs for activities such as walking, gardening or reading.

Gethin Nadin, chief innovation officer at Benifex, says: “The most impactful ones reflect the lived experiences of employees and give them a platform to connect, support one another, and drive change in the workplace and often wider society.”

Ensuring that the clubs on offer cover a wide range of interests and are inclusive both in format and accessibility can help these become a valued part of organisational culture.

Hannah Power, employee experience specialist at Reward Gateway | Edenred, says: “For initiatives to [be] valued, they need to be based on genuine employee interests and demographics. For example, if an office yoga or run club is offered, but a high proportion of a workforce is remote, the initiative may be viewed as a box-ticking exercise.”

How clubs are offered

Larger employers will often fully or partly fund clubs, covering the cost of guest speakers, equipment or external facilitators. Others might offer partial subsidies for fitness classes or books for a reading group.

While some organisations take a subscription-based or employee-funded approach, the key is making access simple, affordable and aligned with what people want, says Chris Ronald, VP EMEA B2B, rewards, incentives, benefits at BHN.

“From employer-paid offerings to discounted schemes or voluntary participation, ease of use is essential,” he says. ”In practice, that might mean offering clubs and initiatives that are free to join and easy to access, without forms to fill out or hoops to jump through.”

Some more informal or hobby-based clubs can be employee-led and funded. Employers can offer meeting spaces, allow activities to run during lunch breaks or after hours and internally communicate the clubs.

Employers could also support club-related expenses by being creative in positioning existing benefits, adds Power.

“For example, highlighting sports retailer discounts, or encouraging health cash plan usage, could support those in a running club,” she says. ”This approach doesn’t require extra funding and is accessible to the wider workforce, who might utilise these benefits differently.”

Employer benefits

In terms of diversity, equity and inclusion, LGBTQ+, women’s leadership groups, or other cultural or specific situation-focused societies can play a vital role in building a more supportive workplace. These can help foster an inclusive culture and build stronger communities within the workplace, which, in turn, can enhance performance and results.

“The business case is strong, because these types of groups can become catalysts for innovation, retention and cultural transformation, all of which are essential for any organisation that wants to thrive,” says Nadin.

Werker adds that clubs serve several business goals, because by helping to strengthen connections this can boost morale, engagement and, subsequently, retention.

“Clubs and societies often encourage cross-functional collaboration and innovation, positively impact absence rates, and create opportunities for leadership to emerge outside of formal structures,” she says.

Impact on staff

Pulse surveys and anecdotal feedback can help organisations understand how clubs are perceived by employees, if they are valued and identify any gaps. By listening to feedback, employers show employees they value them. 

“Participation in clubs often leads to greater pride in an organisation and a deeper sense of belonging,” says Nadin. ”When done well, these aren’t just extracurricular activities, they are a vital part of how people experience work.”

Clubs bring people together for a common purpose or interest and can support loyalty, fun, and wellbeing. Sports clubs can encourage employees to spend time exercising, often outdoors, which can improve their physical and mental wellbeing and potentially boost overall happiness and satisfaction. 

Having a variety of options signals that an organisation cares about its staff as individuals. To increase participation, employers should use club champions and communication methods to promote them.

“Employees respond positively to workplace clubs when they feel authentic and inclusive,” says Werker. “People value the opportunity to get involved in something that supports their personal or professional growth.”

Offering a variety of workplace clubs to cater for individuals and groups gives employers a channel in which to boost wellbeing, motivation and happiness levels.