As the demand for workplace wellbeing rises, employers must tread carefully to avoid pitfalls and meet real needs.
- Recent studies reveal that 62% of UK workers desire increased wellbeing benefits, highlighting a significant shift in employee expectations.
- Youth demand for wellbeing perks, including mental health leave and spa discounts, is even higher, with 70% of those aged 18-34 advocating for such benefits.
- A compelling benefits package is now crucial, with nearly half of UK employees considering it the most crucial factor when choosing employment.
- The risk of ‘wellbeing washing’ looms if initiatives lack genuine impact, affecting employee satisfaction and retention.
Amid a growing interest in workplace wellbeing, recent research underscores the increasing demand among employees for benefits that support their mental and physical health. According to findings by Zest, 62% of workers in the UK now seek more wellbeing benefits, ranging from paid mental health leave to private medical insurance or local spa discounts. The demand is particularly pronounced among younger workers aged 18-34, 70% of whom are calling for enhanced perks.
The importance of a compelling benefits package cannot be overstated. Nearly half, or 47%, of UK employees now regard a strong benefits package as the foremost factor when considering a job. Furthermore, over half, 56%, are willing to change jobs to obtain desirable benefits, making it crucial for employers to adapt their offerings to attract and retain top talent.
To address this, a significant number of businesses are introducing more wellbeing benefits. Reports indicate that 76% of employers have already enhanced their benefits packages, with 66% hiring a Chief Wellbeing Officer or an equivalent role to oversee these initiatives. Popular additions include a four-day work week, mindfulness programs, paid mental health leave, fitness classes, and cycle-to-work schemes.
However, businesses must be vigilant to avoid ‘wellbeing washing,’ where initiatives are introduced without genuinely enhancing employee wellbeing. Such superficial measures not only tarnish a company’s reputation but can also detrimentally impact employees’ health more than making no changes at all. For instance, while mindfulness programs are beneficial, recent research indicates that many employees may prefer support for long-term savings given the substantial rise in basic retirement costs.
Effective communication of benefit offerings is essential. Employers must understand and respond to their employees’ needs to provide value and avoid the pitfall of unused benefits, which offer little to employees and yield poor returns on investment for businesses. The failure to do so risks losing valuable talent to competitors who are more attuned to these needs.
Employers must navigate the growing demand for wellbeing benefits carefully to foster genuine employee satisfaction and retention.
