2024年全球员工福祉诊断调查+Employers+Build+Momentum+on+Employee+Wellbeing+-+But+There's+Still+a+Way+to+Go

wtw

Employersbuildmomentum

onemployeewellbeing—

butthere’sstillawaytogo

Globalfindingsfromthe

2024WellbeingDiagnosticSurvey

KeyFindings

Section1

Wellbeingasfoundational

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Contactus

Employersleaninto

employeewellbeing

1

TABLEOFCONTENTS

Employersleanintoemployeewellbeing03

Aboutthesurvey04

Keyfindings

05

Section1.Wellbeingasfoundational06Section2.Theneedforemployeewellbeing10Section3.Employersaretakingaction13Contactus20

Employersleaninto

employeewellbeing

KeyFindings

Section1

Wellbeingasfoundational

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Contactus

2

Employersleanintoemployeewellbeing

Theimportanceofemployeewellbeinghasgrownsteadilyinemployers’eyessincetheCOVID-19

pandemic.Today,employersviewitasacritical

componentoftheirhumancapitalstrategy,usingitasadifferentiatorintheirtalentstrategy,andtosupplementkeybusinessinitiativessuchastheirapproachtodiversity,inclusionandequity(DEI)andthegrowingmentalhealthcrisis.

Ourresearchshowsthatorganizationsthatarehighlyeffectivewithemployeewellbeinginitiativestend

tohavebetterfinancialoutcomesthanthosethat

havelowereffectivenessscores(Figure1).Atatime

whenmostemployeesstillreportmoderateormajorwellbeingissues,gettingyourwellbeingstrategyrightisbusinesscritical.

Employershaveacceleratedtheirinvestmentinwellbeingoverthepastfiveyears—andresults

arepositive.Theyhavemovedtheneedleonemployeeperceptionsofthesupportthey

provideandhavehadpositiveeffectsonwellbeingoutcomes.

Butthereismoretodo.Employeescontinuetoneedandwantemployersupportinallareasofwellbeing,andnotablyarelookingformore

supportwiththeirfinancialwellbeing.

Bridgingthegaponfinancialwellbeingand

findingwaystomovebeyondprogramsand

shifttheorganizationalculturewillbeessential

notonlytoenhanceemployeewellbeingbutalsotoimproveoverallworkforcehealthandproductivity.Inthisreport,weprovideinsights,gleanedfrom

over3,600employersworldwide,toshowyouhow.

Employershavemovedtheneedleon

employeeperceptionsofthesupporttheyareprovidingandhavehadpositiveeffectsonwellbeingoutcomes.

Figure1.Highwellbeingscoresarelinkedtobetterfinancialoutcomes

WellbeingSummaryScore

FinancialImpact

Low

High

Amountdifference

Percentagechange

Revenueperemployee(Productivity)

$400K

$500K

$100K

25%

Marketvaluetobookvalue(Tobin’sQ)

2.0

2.5

0.5

25%

Returnonequity(Netincometoshareholderequity)

12.5%

17.0%

4.5%

36%

Returnonassets(Netincometototalassets)

4.2%

5.0%

0.8%

19%

Methodology:ResultsreflectpredictedvaluesfromvariousmultivariateregressionmodelsthatcorrelatekeyfinancialmetricswithWTW’soverallwellbeingdiagnosticsummaryscore,while

controllingforcompanysize,industry,country.WTWlinkedresultsfromtheWellbeingDiagnosticSurveywithpubliclyavailablefinancialinformationusingdatafromCapitalIQandWTW’sBest

PracticesinHealthcareSurvey(costtrends).Lowreflectsoverallwellbeingdiagnosticscoresatthe25thpercentileandHighreflectsscoresatthe90thpercentile.Wellbeingdiagnosticscorestake

avaluebetweenzeroand100andindicatetheextentcompanieshaveadoptedthe44bestpracticesaroundtheareasofphysical,emotional,financialandsocialwellbeingandemployeeexperience.Achangefromlowtohighreflectsnearlya50-pointincreaseintheoverallwellbeingscore.Theanalysisisbasedonglobalresultsexcepthealthcarecosttrends,whichareU.S.only.

Source:Financialmetrics:StandardandPoor’sCapitalIQdatabase.Wellbeingsummaryscore:WTW’s2024WellbeingDiagnosticSurvey.

FinancialOutcomes

Employersleaninto

employeewellbeing

KeyFindings

Section1

Wellbeingasfoundational

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Contactus

3

Aboutthesurvey

Together,thetwosurveyscovera3600viewofemployeehealthandwellbeing.

Thisreportjuxtaposesthoseemployerinsights

withfindingsfromthe2024GlobalBenefitsAttitudesSurvey(GBAS),theWTWemployeevoicesurvey.

GBASwasconductedbetweenJanuaryandMarch2024andreflectsviewsfrom45,000employees

workingatmediumandlargeprivatesectoremployersacross29marketsglobally.

The2024WellbeingDiagnosticSurveywasfielded

in82marketsbetweenMarchandApril2024.Atotalof3,610employers,representingover18million

employees,respondedtothesurvey,givingrisetoanindustry-leadingdatabaseofemployerinsightsonthebusiness-criticaltopicofemployeewellbeing.

764

683274

1,030

859

AsiaPacific

CEEMEA

WesternEurope

LatinAmerica

NorthAmerica

Note:Thesizeofthebubbleindicatesthenumberofparticipantsfromthemarket.

KeyFindings

Employersleanintoemployeewellbeing

Section1

Wellbeingasfoundational

Section3

Employersaretakingaction

Contactus

Section2

Theneedfor

employeewellbeing

4

Keyfindings:Employeewellbeingremainsapriorityforemployers

Creatinganadvantage

Companieswiththemosteffective

approachesreport

betterhumancapital

andfinancialoutcomes.

Employees

continuingtostruggle

Recentinvestments

havehadpositive

effectsonemployees’

attitudes,wellbeingimprovedmanystill

havemajorchallenges.

yetemployeehasnot

and

Employersleaningintowellbeing

Postpandemic,employerscontinuetofocuson

employeewellbeingto

helpattractandretain

talentandconnecttotheirDEIstrategy.

Shiftingtheculture

Employerslookbeyondprogramsandaimtoenhancetheemployeeexperienceasa

waytoconnectwellbeingtotheirhumancapitalstrategy.

Aligningpriorities

Mentalhealthremainsaconcernandmoresupportisneeded,butmanyemployers

havenotdeliveredonfinancial

wellbeing,whichisemployees’topissue.

Employersleanintoemployeewellbeing

KeyFindings

Section1

Wellbeingasfoundational

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Contactus

5

Section1.Wellbeingasfoundational

Employersareaiminghigh:Whereastoday,21%viewwellbeingasafoundationalelementoftheirhumancapitalstrategy,lookingforwardthreeyears,this

numberjumpsto46%(Figure2).

Isthisleaprealistic?Withminorregionalvariations,

oneinthreeemployerstodayarefocusedprimarilyonthephysicalaspectofwellbeing(seeboxfortheWTWwellbeingframework).

Thereismuchtobedonetoembraceaholistic

approachthatencompassesallaspectsofwellbeing—andevenmoretoembedwellbeingintocompanycultureandbeyond.

Globally,21%ofemployersviewwellbeingasafoundationalelementoftheirhumancapitalstrategytoday.Afurther30%areembeddingwellbeingintothecultureoftheorganization.

Thriving

Secure

Balanced

Connected

Whatiswellbeingandhowdoemployersaddressit?Firstandforemost,thefocusisontheemployee

Physical

•Understandandmanagemyhealth

•Improvemyhealthandmaintain

ahealthylifestyle

•Tackleacuteandunexpectedillnessesandinjuries

Social

•Strengthenmynetworkand

socialconnections

•Bringmywholeselftoworkandacceptothers

•Findmeaningandpurposeinmyworkandlife

Financial

•Assess,managemy

health,managestress

•Handlelifecrises

Emotional

•Beself-awareandmaintainmentalhealth

•Improvemyemotional

financialcommitments

•Meetmyfinancialgoalsandchoices

•Absorbafinancialshock

Wellbeing

Employersleanintoemployeewellbeing

KeyFindings

Section1

Wellbeingasfoundational

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Contactus

6

Figure2.Companiesplantoexpandtheiruseofwellbeingasthebasisfortheirhumancapitalstrategy

::

v

Focusonphysical

Offerprogramsthatarefocusedonphysicalhealth,safetyandwellness(butnoformalstrategy)

Includemultiplewellbeingpillars

Offeracomprehensiveapproachtophysical,emotional,financialand

socialwellbeingthroughan

articulatedwellbeingstrategy

Embedintocompanyculture

Embedourwellbeingprogramsand

practicesintoourcompanyculture

andeffectivelycommunicateitsvaluetoemployeesthroughouttheyear

Humancapitalfoundation

Usewellbeingasthebasisforour

humancapitalstrategytosignaltothemarketabouttheorganization’spurpose,cultureandvaluesandtodifferentiatefromothercompaniesagainstwhichwecompetefortalent

17%

15%

32%

7%

30%

32%

21%

46%

Global

29%

26%

33%

11%

16%

18%

21%

45%

AsiaPacific

17%

13%

29%

32%

30%

8%

24%

47%

CEEMEA

15%

15%

27%

6%

32%

26%

25%

53%

LatinAmerica

33%

4%

23%

14%

11%

38%

33%

45%

NorthAmerica

16%

15%

27%

33%

35%

7%

22%

46%

WesternEurope

Now口Inthenextthreeyears

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

7

Withthisstrategicfocusonwellbeing,employersarelinkingwellbeingtootherbusinessissuesandoutcomes—particularlytalentattractionand

retention,andtheirambitionsaroundDEI(Figure3).

Regionalspotlight

Morethanthree-quartersofemployersinNorthAmericaandhalfinEuropecalledoutthe

growingmentalhealthcrisisasakeybusinessissueinfluencingtheirwellbeingstrategy.

Figure3.Companiesusetheirwellbeingstrategytocompetefortalent

Whatarethekeybusinessissuesinfluencingyourorganization’swellbeingstrategy?

AsiaPacific

Central

EasternEurope,

MiddleEast,

andAfrica

Latin

America

NorthAmerica

WesternEurope

Global

1

Competition

Competition

Competition

Competition

Mental

Competition

fortalent

fortalent

fortalent

fortalent

health

fortalent

2

EmphasisonDEI

EmphasisonDEI

Flexible

work

arrangement

EmphasisonDEI

Competitionfortalent

EmphasisonDEI

3

Mentalhealth

Risingcosts

EmphasisonDEI

Flexible

work

arrangement

EmphasisonDEI

Mentalhealth

4

Flexible

work

arrangement

Business

performance/

Economy

Business

performance/

Economy

Mentalhealth

Employee

affordability

issues

Flexible

work

arrangement

5

Employeeproductivity

Flexible

work

arrangement

Mentalhealth

Employeeproductivity

Physicalhealth

ESGandClimate

6

Risingcosts

Employeeproductivity

Employeeproductivity

Business

performance/

Economy

Risingcosts

Employeeproductivity

7

Business

performance/

Economy

Mentalhealth

Risingcosts

ESGandClimate

Flexible

work

arrangement

Business

performance/

Economy

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

8

Figure4.Employerstargetenhancementstotheemployeeexperience

Whatarethebusinessoutcomesyour

organizationistryingtoachievefromyourwellbeingstrategyoverthenextfewyears?

Enhanceemployeeexperience

81%

Improveemployeeproductivity

71%

Driveattractionandretention

67%

Reducecostofbenefits

41%

Enhanceexternalperceptions

40%

Note:Percentagesindicateitemselectedinthetop3.

Employersunderstandthatwellbeingisaboutmorethanjustmanaginghealthcarecosts.

It’saboutimprovingemployee—andthereforebusiness—performance.Theresultismore

ofafocusonstrategicoutcomes(Figure4).

Inparticular,theemployeeexperiencehascome

totheforefront,citedbyanoverwhelmingmajority(81%)ofemployersassomethingthattheytargetforimprovementthroughtheirwellbeingstrategy.

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

9

Section2.Theneedforemployeewellbeing

Recenteffortsbyemployerstoenhance

Figure5.Opportunitiesexistforemployerstoimproveprogrameffectiveness

theirapproachtowellbeinghave

Howlikelyareyoutorecommendyouremployer’swellbeinginitiativesandresourcestofriendsandfamily?

resultedinbetteremployeeperceptionofwellbeinginitiativesofferedat

work(Figure5).Whileemployees’

–15

perceptionsoftheiremployer-

NetPromoterScore=Promoters–Detractors

NPSofwellbeinginitiatives

(Promoters–Detractors)

sponsoredbenefitshavegrownmorepositivepost-pandemic,globally,theyarestillanetdetractorat–15NPS.

Someregionsaremorepositivethanothers;forinstance,inAsiaPacific

likely

0

1

2

3

4

5

6

7

8

9

10

Extremelylikely

Notatall

Employees

whoare

dissatisfied

Promoters

Employees

whoare

engaged

andLatinAmerica,theNPSscoreis–1comparedwith–19inNorthAmericaand–35inWesternEurope.

Passives

Employees

whoare

indifferent

Detractors

However,two-thirdsofemployees

continuetoexperiencemoderatetomajorproblemswiththeirwellbeing(Figure6).

15%

13%

12%

12%

7%

10%

5%

4%

3%

2%

41%33%26%

19%

Note:Percentagesmaynotadduptototalduetorounding.

Source:2019and2024GlobalBenefitsAttitudesSurvey,Global

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

10

Figure6.Manyemployeesreportmoderateormajorwellbeingissues

Employersneedtocontinuetoevolvetheirapproach—andseekfeedbackfromemployeestoensurethatthe

Haveyoufacedsignificantchallengesorissueswiththefollowinginthepastyear?

Financialwellbeing

Nearlyhalfofemployeeshavemoderateormajorissuesinatleasttwoareasofwellbeing

Noneorminor*

Twoor

38%

moreareas

43%

27%

70%

Emotionalwellbeing

41%

26%

67%

wellbeinginitiativesofferedaretrulymeetingtheirneedsandexpectations.

Regionalspotlight

Employeesgloballycalledoutfinancialwellbeingastheareathattheywerestrugglingwiththe

most,with50%citingthattheyhadmajoror

moderatechallengesinthisareainCentral&

EasternEurope,MiddleEast&Africa(CEEMEA)andNorthAmerica.

Physicalwellbeing

46%

39%

28%

67%

Socialwellbeing

31%

26%

57%

Onearea

17%

Minor

Majorormoderate

*16%reportnoissues

Note:PercentagesmaynotsumtototalduetoroundingSource:2024GlobalBenefitsAttitudesSurvey

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

11

Weunderstandmoreofwherethegapsreallyarewhenwelookatthedifferencebetweenwhere

employersarefocusedandwhereemployeesneedthemosthelp.Whilecompaniesarefocusingon

prioritizingemotionalandphysicalwellbeing

(Figure7),employeesarelookingforalotmoresupportwiththeirfinancialwellbeing.

Figure7.Employerprioritiesaremisalignedwithemployeeneeds

Pleaserankhowyourorganizationwillprioritizethefollowingaspectsofyourwellbeingprogramoverthenextthreeyears.

Rankedtop2

Emotionalwellbeing

Physicalwellbeing

Employeeexperience

Social

wellbeing

Financialwellbeing

Employer

66%

52%

50%

17%

22%

Employee*

41%

40%

40%

20%

59%

Gap

(Employer—Employee)

+25

+12

+10

–3

–37

Greater

employerfocus

Greater

employeefocus

Q:*Whichareawouldyoulikeyouremployertohelpyouwithmostoverthenextthreeyears?

Pleaserankthetopareasinorderofimportance,whereoneismostimportant,twoissecondmostimportant,etc.

Note:Percentagesindicateitemselectedinthetoptwo.

Source:2024WellbeingDiagnosticSurvey,Global;2024GlobalBenefitsAttitudesSurvey,Global

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

12

Section3.Employersaretakingaction

Regionalspotlight

InAsiaPacific,44%ofemployersareprioritizing

costoptimizationinwellbeingdelivery,comparedto33%ofemployersglobally.

Employersrecognizethechallengesandare

addressingtheminavarietyofways.Whenlookingahead,morethanhalfofemployerscitedactions

aroundcommunication(56%)andcreatingahealthyworkculture(55%)(Figure8)aspriorities.

Figure8.Companiesplantoboostcommunicationandconnectwellbeingtocompanyculture

Communication

Bettercommunicateabouttheprogramsofferedandusesegmentedapproachestotailoroutreach

Culture

Createaworkingenvironmentthatencouragesemployeestolivehealthylives

Diversity,equityandinclusion

SupportDEIgoalswithinwellbeingprograms,benefitofferingsandvendorpartnerships

Employeesensing

Regularoutreachtoemployeesabouttheirexperiencewiththewellbeingprogram

Whatareyourorganization’stopprioritiesforhowitwilldeliveronyourwellbeingstrategyoverthenextthreeyears?

56%55%42%37%

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

13

Wealsoseearangeoftacticsthathigh-effectivenesscompaniesaredoingnow—andwhattheyplantodointhefuture.

Inparticular,itisimportantforemployerstoleanintofinancialwellbeing,giventheacute

employeeneedsinthisarea.Employersareaddressingtheseneedsinseveralways,including:

Offeringnavigationanddecisionsupporttohelpmaximizeprogramsinplace

Offeringcoachingtohelpbuildfinancialresilienceskills

思

Educatingemployeesonthevariousfinancialissuestheymayface

Offeringpersonalizedfinancialdecisionsupport

Addressingaffordabilitythroughatotalrewardlens,lookingathealth,riskandretirementbenefits,aswellaspay,and

connectingtheirstrategytoDEIgoals

Formoretacticsaroundotherpartsofthewellbeingstrategy,seepages15and16.

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

14

Toptacticsthathighlyeffectivecompaniesaredoingmoreofnow

Sustainresources

Integratewellbeingintokeybusinessprocessesandwaysofworkingto

ensureresourcesforwellbeingare

sustainedregardlessofbusinessconditions

Prioritize

Establishamechanismforprioritizingprogramsandevaluatingongoing

effectiveness

Createcohesivemessaging

Developacohesivestoryconnectingleaders,managersandemployees

andprovideregularmessagingfrom

leadersontheimportanceofwellbeing

Developmentalhealthstrategy

Developanorganization-widementalhealthstrategyandactionplanthat

goesbeyondEAP

Communicateandcollaborate

Developancommunicationchannelacrosswellbeinginitiativesand

stakeholdersandconnectDEIgoalsandobjectives

Integrateworkplacesafety

Integrateworkplacesafetywithwellbeingstrategyandprograms

Note:Highlyeffectivecompaniesarebetween40and49percentagepointsmorelikelytobetakingactionontheseitemsthancompanieswithloweffectivenessscores.

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

15

Toptacticsthathighlyeffectivecompaniesareplanningtodonext

Buildtheroadmap

Developamultilayerroadmapthat

commitstotheorganization’swellbeingprioritiesandconnectsemployees,

managerandleaderstothewellbeingstrategy

Focusonmanagers

Providemanagertrainingandtools

toidentifyandrespondtoemployees’wellbeingissuesandmeasuremanagersupportofemployeewellbeing

Doubledownonmentalhealth

Takestepstoidentifytheleading

causesofstressandburnoutwithyourworkforce;strengthenpoliciesandprocedureforrespondingto

mentalhealthemergencies

Personalizetools

Usedatatoidentifyspecificindividualsorsubgroupstopersonalizetoolsandselectrelevantwellbeingprogram(s)

orgapsincare

Solveforfinancialwellbeing

Addressemployeeaffordabilitybyintegratingpay,health,risk

andretirementbenefitsandwellbeingdecisions

Measure,measure,measure

Developameasurementstrategythat

establishesclearandquantifiableobjectivesoveramultilayerperiod,usingavarietyoffinancialand

nonfinancialmetrics

Note:Listbasedonthepercentageofplanningorconsideringandrangesfrom25%to39%.

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

16

Afterdecadesofprogrammaticapproachesthatfocusedon

physicalhealthandsafety,organizationshaveturnedthecornertoembracewellbeingasafoundationalaspectoftheirhuman

capitalstrategy.Gettingitright,andthereforeensuringsustainedeffortandinvestment,isgoingtorequireongoingmeasurement,usingdata-driveninsights.FromprogrameffectivenessmeasurestoemployeefeedbackandmanagerKPI’s,organizationsneeda

measurementstrategythatultimatelylinksemployeewellbeingtobusinessperformance,demonstratingthevalueofwellbeingtoallstakeholders.

Section2

Theneedfor

employeewellbeing

Section3

Employersaretakingaction

Section1

Wellbeingasfoundational

Employersleanintoemployeewellbeing

KeyFindings

Contactus

17

Interestedinbenchmarkingyourorganization’swellbeingstrategy?

WTWresearchhasidentifiedthebestpracticesand

programsmostcloselyassociatedwithdesiredhealthandwellbeingoutcomes.

Weevaluatetheeffectivenessofcompanies’wellbeingprogramsusing24questionsacross5wellbeingareas(physical,emotional,financial,socialandemployee

experience)tosummarizeallfacetsofaneffective

wellbeingprogramintoasinglevariable—theOverallHealthandProductivityEffectiveness(OHPE)score.

TheOHPEscoreisusedtosegmentcompaniesintothreegroupstoidentifytheprogramsthataremostassociatedwiththehighlyeffectivecompanies.

Usingdifferenceinmeansstatisticalanalysisacrosstheeffectivenessgroupsandexpertevaluation,

weidentified44bestpractices(8ineachwellbeingpillarand12inemployeeexperience)outof130

programs,activitiesandpoliciesthataremost

associatedwithcompaniesthathavehighlyeffectivewellbeingprogr