January Resets and the Workplace Reality: Jordan Dunin On How Companies Can Support Employee Wellness Beyond Intentions

January has long carried the weight of reinvention. As calendars reset, individuals across industries pause to take stock, setting intentions that range from physical health and mental clarity to professional growth and balance. The momentum of the new year creates a shared sense of possibility, a belief that change feels more attainable simply because the year itself is new. According to Jordan Dunin, founder of HatchPath, that moment of optimism is universal, but sustaining it is far more complex than the tradition of resolutions suggests.

From his perspective, the challenge is not ambition, but friction. Time pressures, financial realities, competing responsibilities, and the emotional fatigue that often follows the holiday season can make even the most sincere resolutions difficult to maintain. Research has frequently indicated that a majority of resolutions fade within weeks, not because goals lack value, but because support structures are rarely designed to last beyond the initial burst of motivation. Dunin explains that this is where the workplace quietly becomes part of the equation, whether intentionally or not.

As organizations enter January alongside their employees, Dunin notes that the corporate environment increasingly shapes whether personal goals feel realistic or out of reach. Work schedules, stress levels, and access to resources can either reinforce progress or unintentionally undermine it. From his viewpoint, wellness is no longer confined to individual effort; it is influenced by systems that surround people every day. “Most people genuinely want to take better care of themselves,” Dunin says. “But wanting change and being supported through it are two very different things.”

That belief has informed how Dunin approaches HatchPath, which he explains as a response to the disconnect between intention and execution. From his perspective, organizations are uniquely positioned to act as partners in their employees’ wellness journeys, not by prescribing outcomes, but by creating access, accountability, and consistency. He explains that when support is embedded into daily life rather than treated as a one-time initiative, follow-through becomes more achievable.

Dunin often frames the conversation around participation rather than perfection. From his viewpoint, even incremental engagement can create meaningful momentum over time, particularly when individuals feel seen rather than managed. “People don’t need another reminder of what they should be doing,” he says. “They need someone who understands where they are starting from and helps them take the next step.”

HatchPath’s model reflects that philosophy by focusing on personalization rather than a single definition of wellness. According to Dunin, the platform is designed to meet individuals where they are, recognizing that New Year goals vary widely. For some, January represents a commitment to physical health, while for others it signals a desire to address stress, build resilience, or regain clarity around career direction. From his perspective, wellness is not a category, but a continuum.

He explains that HatchPath supports this diversity through a concierge-style approach that connects individuals with accredited coaches across multiple disciplines. Rather than directing employees toward one path, the model allows for flexibility, acknowledging that goals often evolve as the year progresses. “What someone needs in January may not be what they need in June,” Dunin notes. “Support has to be fluid enough to evolve with them.”

From Dunin’s perspective, that adaptability matters just as much to organizations as it does to individuals. He points out that employee well-being increasingly intersects with engagement, retention, and performance, not as a moral argument, but as a practical one. While he avoids framing wellness as a guarantee of outcomes, he explains that companies often observe stronger alignment when employees feel supported beyond their job descriptions.

Rather than viewing wellness as an isolated benefit, Dunin sees it as part of organizational culture. From his viewpoint, when companies acknowledge that employees are navigating personal goals alongside professional demands, trust deepens. “When people feel cared for as humans, not just contributors, everything else tends to follow more naturally,” he says.

As the year unfolds, Dunin believes January should be seen less as a test of discipline and more as an invitation to build sustainable habits. Resolutions, in his view, are not meant to be declarations of willpower, but starting points for systems that make progress realistic. That perspective extends to businesses as well, which he believes have more influence than they often realize when it comes to shaping those systems.

Ultimately, Dunin reinforces the idea that wellness is a shared journey. Individuals bring intention, while organizations can provide structure and support that help those intentions take root. As another year begins, he sees an opportunity for companies to rethink their role in that process, not as enforcers of change, but as enablers of it. “January reminds us that people want to grow,” Dunin says. “The question is whether we are willing to support that growth in ways that last.”