2025年员工心态研究报告 Alight Employee Mindset Study

2025

Alight

Employee

MindsetStudy

ABOUTALIGHT

Alightisaleadingcloud-basedhumancapitaltechnologyandservices

providerformanyoftheworld’slargestorganizationsand35million

peopleanddependents.Throughtheadministrationofemployeebeneits,Alighthelpsclientsgainabeneitsadvantagewhilebuildingahealthy

andinanciallysecureworkforcebyunifyingthebeneitsecosystem

acrosshealth,wealth,wellbeing,absencemanagementandnavigation.

OurAlightWorklife®platformempowersemployerstogainadeeperunderstandingoftheirworkforceandengagethemthroughoutlife’smostimportantmomentswithpersonalizedbeneitsmanagementanddata-driveninsights,leadingtoincreasedemployeewellbeing,engagementandproductivity.LearnmoreabouttheAlightBeneitsAdvantage™at.

CONTACTINFORMATION

RobAustin

VicePresident,ValueEngineering

rob.austin@

LaineThomasConway

VicePresident,DeliveryEnablementandEngagement

laine.thomas@

ChristinMoorehead

DeliveryConsultant,EngagementServices

christin.devcich@

MarianaFischbach

DirectorofCommunications,Marketing

mariana.ischbach@

SpecialContributor

JulieCookRamirez

SeniorCopywriter,ExternalCommunications

ABOUTTHISSTUDY

The2025EmployeeMindsetStudymarksAlight’s15thannualreportfocusedontheU.S.workforce,delvingintokeyareassuchasemployeewellbeing,workplaceculture,totalrewardsandtechnology.Thisstudyaimstogaininsightsintoemployee

perceptions,enablingemployerstoenhancewellbeingandexperiences,ultimatelyboostingengagement,productivityandperformance.

ConductedbetweenMayandJune2025,thestudygatheredresponsesfrom2,500

U.S.employees—bothfull-timeandpart-time—workingfororganizationswitha

minimumof1,000employees.Ourdiversesamplerelectsawiderangeofagegroups,races,gendersandtenures.Participantsrepresentvariousindustriesandwork

arrangements,includingremote,onsiteandhybrid.

TABLEOFCONTENTS

3Executivesummary

3Keyindings

5Recommendationsforemployers

6Workersarefeelingenthusiasticabouttheemployeeexperience

7Workplaceenergymovesfrommehtomotivated

9Worklocationprovidesnoeasyanswers

10AIapprehension,acceptanceandanticipation

12Wellbeingisrebounding,butthere’sstillroomforimprovement

13Employeewellbeingbouncesback

14Breakingthebarrierstowellbeingprogress

16Supportiscrucialfordrivingwellbeingimprovements

17Beyondthelist:guidanceandsupportarekey

20Theimpactofthefullysupportedemployee

21Islexibilityworthmorethanpay?

22Beneitsbufsexudeenthusiasm

23Diferentpopulations,diferentperspectives

24Newhires:thegrassisnotalwaysgreener

26Communicationsneedsaren’tone-size-its-all

27Onthefrontlines:unionemployees

28Parentsandcaregiversarestilljugglingworkandfamily

30Proileofrespondents

Keyfindings

Executivesummary

Employeeengagementtrendsup

—63%reportpositiveenergyandexcitementatwork.

—64%saythey’reinspiredtodotheirbesteveryday.

—66%experienceagenuinesenseofbelonging—butoneinthreestillfeelsisolatedanddisconnected.

Aswemarkthe15thyearofAlight’sEmployeeMindsetReport,theworldofworklooksmarkedlydiferentin2025thanwhatwesawin2010,yetsomepartsfeelfamiliar.Organizationsnowoperateamidrapidtechnologicaladvances,risinggeopoliticaluncertainty,

shiftingsocietalexpectationsandhybridworkplacemodels.

Executives,managersandfront-linestafalikeareweighingnew

Locationshapessatisfaction

—Remoteworkers(86%)arethemostsatisiedwithwhereandhowtheywork.

—Onsiteemployeesareleastlikelytofeelconnectedtotheiremployer’smissionorinspiredtodotheirbestwork.

—33%ofremoteworkerswouldconsiderleavingifmandatoryreturn-to-oicepolicieswereimplementedbytheiremployer.

Wellbeingisuneven

—47%ofemployeesfeelgoodabouttheiroverallwellbeing,particularlyin

mentalandsocialareas.Financialhealthcontinuestobetheirbiggesthurdle.

—Hybridworkersreportthemostlonelinessandisolation,suggestingthatsplittingtimebetweentheoiceandhomecancreatefrictionbetweenfreedomandsocialinteraction.

—YoungergenerationsfeelmorepositivelyabouttheiroverallwellbeingthanBoomersandGenXers.

opportunities,likeAI-enabledworklows,personalizedbeneitsandlexibleschedules,allagainstthepersistentpressuresofburnout,informationoverloadandinancialstress.

Drawingonarepresentativesampleofmorethan2,500U.S.

employeesacrossindustries,locationsandjoblevels,thisreport

uncovershowworkerstrulyfeelabouttheiremployers,beneitsandeverydayexperiencesatwork.Wetrackengagement,wellbeing,

communicationefectivenessandtechnologyadoption,translatingtheseinsightsintostrategicplaysforemployersthatneedto

attract,retainandinspiretoptalentintheyearsahead.

Overall,wefoundemployeesarefeelingbetterabouttheirwellbeingandworkexperience.That’snottosuggestemployerscansitback

andrelaxsincethebarhasbeenloweredbythepandemic.Thereisstillplentyofroomforimprovement.Workersarecravingsupport—particularlywhenitcomestomakinghealthcaredecisions,indingtheirinancialfootinganddealingwithstress.Overwhelmingly,

employeestoldustheyplaceahighvalueonresourcesoferedbytheiremployer.What’smore,thosewhohaveafullysupported

beneitsexperiencearemorelikelytostickaroundandbeproductivecontributors.

3

Drivingwellbeing

Demographicdiferences

Employeeexperience

Appendix

Executivesummary

Supportingtheworkforce

Keyfindingscontinued

Benefitsawarenessoutpacesusage

—85%ofworkerssaytheyhaveaccesstoatleastonewellbeingprogram,likementalhealthapps,nutritioncoachingorstress-managementworkshops.

—Despitethewidespreadavailability,averageutilizationhoversnear30–35%perprogram.

—60%ofworkersunderstandtheirbeneitsoptionsandfeelconidentmakingchoices.Thesewell-informedworkersshow25%higherloyaltyscoresandare40%morelikelytoviewtheirbeneitsasaninvestmentintheirfuture.

AIadoptionincreasesbutraisesnewquestions

—Nearlyone-quarterofemployeesuseAItoolseveryday.

—43%sayAImakesthemmoreproductive.

—One-thirdofworkersworryaboutAItakingovertheirjob.

Communicationoverloadvs.claritygap

—63%feelwellinformedabouttheirbeneits.

—NearlyhalfindthevolumeofHRandbeneitsmessagesoverwhelming.

—Unionizedemployeesratecompanycommunicationshigher,yettheyreportgreaterstressandjobsecurityconcerns.

ExecutivesummaryEmployeeexperienceDrivingwellbeingSupportingtheworkforceDemographicdiferencesAppendix4

Recommendationsforemployers

1

Segmentandpersonalizecommunication:Tailorbeneitsmessagesbasedontraditionaldemographics,likegeneration,inadditiontofactorslikeworklocationandbeneitsliteracylevel.CombinesuccinctAI-generateddigitalalertswithperiodichigh-touchcheck-instokeepinformationrelevantandactionable.

2

Superchargewellbeingadoption:Closethegapbetweenprogramaccessandusagebypairingmobile-irstplatformswithhuman-centeredsupport,suchascoachingandconciergeservices.Incentivizeparticipationwithsmallrewardsandsocialrecognition.

3

Useflexibilityasacompetitiveedge:Considerallowingworkerstoallocatetheirbeneitsdollarstowhattheyvaluemost.Evolvebeyondbinary“remotevs.onsite”debates.Oferchoiceslikephasedreturn-to-oice,four-dayworkweeksor“corehours”schedulingandequipmanagerswithdata-drivenguidestobalanceteamcohesionandindividualautonomy.

4

EmbraceAIwithtransparency:Providetraining,clearpoliciesandcareer-developmentpathwaysthatintegrateAItoolswhile

reducingjob-securityfears.PositionAIasatooltofreeemployeesfromrotetaskssotheycanfocusonhigh-impact,creativework.

5

Helppeoplechoosetherightbenefits:HaveAIanalyzeemployeedatatoprovidetailoredbeneitsrecommendationsattheright

time.Pairemployeeswithnavigatorswhocanoferguidanceandsupport.Developmicro-learningcontenttooptimizebeneitsusage.

Buildingabetterexperience

In2025,theemployeeexperienceextendswellbeyondperksandpaychecks.Fromtheboardroomtothebreakroom,workersexpectanenvironmentthatislexible,tech-savvyanddeeplyhuman.Bylisteningto—andactingon—Alight’sinsights,employerscanbuildaworkplacewhereengagement,productivityandwellbeingriseintandem,deliveringresilientperformanceinavolatileworld.

5

Drivingwellbeing

Demographicdiferences

Employeeexperience

Appendix

Executivesummary

Supportingtheworkforce

Workersarefeeling

enthusiasticabouttheemployeeexperience

INTHISSECTION:

Workplaceenergymovesfrommehtomotivated

Worklocationprovidesnoeasyanswers

AIapprehension,acceptanceandanticipation

Workplaceenergymovesfrommehtomotivated

Witheconomicuncertaintystilllingering,workersmay

bemoreinclinedtostaywheretheyare,asnearlysixin10(58%)havenoplanstoleavetheircurrentemployerinthenextyear.However,employeesaren’tjuststickingaround

outoffear;enthusiasmfortheiroverallexperienceison

therise.Thatdiferenceisevenmorestrikingwhenlookingacrossthelasttwoyearswhenwesawseveralall-timelowsinemployeeperceptionsoftheiremployers.

—63%reportpositiveenergyandexcitementattheiremployer(up12pointsoverthelasttwoyears).

—66%feeltheybelongattheiremployer(upninepointssince2023).

Year2025,byGeneration

Employeeexperience

2025

2024

2023

GenZ

Millennials

GenX

Boomers

GoodtoAwesome(Net)77%75%72%

76%80%73%77%

Awesome18%15%18%

Great28%31%25%

Good31%30%28%

Okay16%18%20%

Prettybad4%4%6%

Awful3%3%3%

18%19%17%17%

24%30%28%34%

35%31%28%26%

15%14%19%18%

6%3%5%4%

3%3%3%1%

PrettyBadtoAwful(Net)7%7%9%

9%6%8%5%

—64%saytheirorganizationinspiresthemtodotheir

bestworkeveryday(up11pointsintwoyears).

GenZmayhaveareputationforgeneraldissatisfaction,butyoungerworkersaremuchmorelikelytoreport

positiveenergy--sevenin10,comparedto54%ofGenXersand57%ofBoomers.

63%

saythatgiventheopportunity,

theytellothersgreatthingsaboutworkingattheirorganization

(upninepointssince2023)

7

Employeeexperience

Drivingwellbeing

Demographicdiferences

Executivesummary

Appendix

Supportingtheworkforce

2023

GenZ

Millennials

GenX

Boomers

Year

2025,byGeneration

Percentagreeingwithstatement

2025

2024

Icanbemyselfatwork

63%

59%

58%

63%

67%

59%

53%

Iamefectivelyabletobalance/managemyworkandpersonallifecommitments

61%

55%

53%

60%

63%

58%

56%

Myemployerexpectstoomuchofme

43%

39%

32%

55%

47%

30%

24%

Iputtoomuchpressureonmyselfatwork

40%

42%

39%

51%

41%

34%

28%

Ioftendreadgoingtoworkorstartingmyworkday

39%

37%

34%

52%

41%

29%

21%

Igivenomorethantherequiredminimumatwork

35%

30%

37%

47%

40%

20%

15%

Myemployerlostmytrustintheirwellbeingeforts

34%

30%

27%

46%

38%

22%

17%

Inolongerdesiretoproducetopqualityworkformyemployer

32%

29%

26%

45%

36%

19%

9%

Thatoverallpositivefeelingdoesn’tnecessarilytranslateintotheday-to-day,however.Wecontinuetoseeadisconnectbetweenhowpeoplefeelabouttheiremployerandhowtheyfeelabouttheirworkday.Thenumberofemployeeswhodreadstartingtheirworkdayhasrisentonearlyfourin10(39%).Thatnumberhasinchedupacoupleofpointseachyearsincewebeganaskingthequestionin2020,whenjustunderone-quarter

(23%)feltthatway.

Whilethenumberofpeoplereportingatleastonesymptomofjob-relatedburnouthasfallen10pointsfromahighof46%in2023,43%stillfeeltheiremployerexpectstoomuchofthem,anincreaseof11pointsintwoyears.ThisperceptionofpressureismuchmorecommonamongGenZandMillennialworkers,withtwiceasmanyagreeingasthoseintheBoomercohort.One-thirdofallworkerssaytheynolongerdesiretoproducetopqualityworkfortheiremployer(upivepointssince2023),withreasonsevenlydividedbetweennoupside,work-lifeneedsandstress.

Still,employerscanfeelgoodabouttheseupturnsinemployeeperceptionsabouttheworkplaceandtheirexperienceinit.

Supportingtheworkforce

Demographicdiferences

Employeeexperience

Drivingwellbeing

Executivesummary

Appendix

8

Worklocationprovidesnoeasyanswers

Whileit’snosurprisethatremoteemployeesarethemostsatisiedwiththeirworkarrangement,it’smoreofamixedbagwhenwedigintospeciicsontheemployeeexperienceandwellbeing.Once

someonehassecuredaremoteposition,theyappeartobelesslikelytoleave(65%ofremote

workershavenoplanstoleave,comparedto61%offullyonsiteand54%ofhybrid).However,hybridworkersaremostlikelytohavegoodthingstosayabouttheiremployers,whileonsiteworkersaren’tnecessarilyfeelingit.

Percentagreeingwitheachstatementbyworklocation

Employeeswhoarehappyabouttheircurrentsituation

86%

Remoteworkers

72%

Self-scheduledhybridworkers

53%

Company-scheduledhybridworkers

74%

Fullyonsiteworkers

Whenitcomestopersonalwellbeing,hybridemployeesagaincomeoutontop.Acrossall

dimensions,theyfeelmorepositivelyabouttheirwellbeing,withremoteworkerscominginatleast10pointslowerandonsiteworkersfallingevenfurtherbehind.Thebiggestdisparityisininancialwellbeing,witha13-pointdiferencebetweenhybridandremoteworkersfeeling

goodabouttheirinances(51%vs.38%).Youcouldchalkthisuptoremoteworkerspotentiallyacceptinglowerpayinexchangeforlexibility.However,only30%ofonsiteemployeesfeel

goodabouttheirinancialwellbeing,indicatingamorewidespreadissue.

Duringthepandemic,thereemergedamyththatremoteworkerssuferfromloneliness,yethybridemployeesaremorelikelytosaytheyoftenfeellonelyorisolated(40%vs.35%remotevs.26%onsite).While61%ofhybridemployeessaytheyfeelconnectedtocoworkers,more

thanhalfofremoteworkersechothissentiment.Clearly,workingonsiteisnotthesolution,asonly46%oftheseworkersreportasenseofconnection.Afrequentlycitedrationalefor

bringingpeoplebacktotheoiceisabeliefthatitwillincreaseproductivity.However,three-quarters(74%)ofremoteemployeesself-reportbeingoftenoralmostalwaysproductive

workingfromhome,withhybridclosebehindat72%andonsiteat69%.So,thatdoesn’tseemtobethefactoremployersthinkitmightbe.

Whilethebeneitstoemployeeandemployercanbedebated,remoteworkerswhohaveheldontothoserolesexpressadesiretocontinuewithoutchanges.While42%saytheywouldbeokaymovingtoahybridsituation,33%wouldlookforanotherjoband6%wouldresign

immediately.So,withtheretentionoffourin10injeopardyandanother19%sayingtheywouldbelessengaged,organizationsmustconsidertheirlong-termtalentstrategywhendebatingreturn-to-oiceplans.

Hybrid

Onsite

Remote

Ifeelconnectedtothepurposeormissionofmyemployer

66%

70%

58%

53%

58%

57%

Thereispositiveenergyandexcitementatmyemployer

63%

71%

IfeellikeIbelongatthisemployer

64%

71%

Thisorganizationinspiresmetodomybestworkeveryday

61%

70%

ExecutivesummaryEmployeeexperienceDrivingwellbeingSupportingtheworkforceDemographicdiferencesAppendix9

Employees’feelingsaboutAIintheworkplace

AIapprehension,acceptanceandanticipation

Overthepastyear,employeeshavebecomeincreasinglycomfortablewith

generativeAItools,andmostnowbelieveAIwillfundamentallychangethewaywework.Additionally,thepercentageofworkerswhosaytheiremployer

encouragestheuseofAIhasincreasedfrom35%to41%.

Thisencouragementhastranslatedtomoreusage,withnearlythree-quartersofemployeesreportingAIuseintheirdailywork,upfromtwo-thirdsin2024.

However,AIusagevariessigniicantlyacrossgenerations.MillennialsandGenZaremuchmorelikelytouseAIatwork,withonly15%and13%,respectively,sayingtheyneveruseit.Bycontrast,62%ofBabyBoomersreportneverusingAIatwork.

While43%ofemployeesnowseeAIasatoolthatmakestheirjobeasier,concernsremainaboutitsimpact.Speciically,45%ofworkersbelievetheywillfallbehindiftheydon’tlearnhowtouseAI,andone-thirdareconcerneditmayreplacethemintheirjobs.AsAIcontinuestoreshapetheworkplace,employees’attitudesreflectamixofoptimismandapprehensionaboutitspotentialefectontheircareers.

WithAIbecomingmoreprevalent,employees’willingnesstosharepersonaldata

withtheiremployershasalsoincreased.Since2023,therehasbeenariseinthe

percentageofworkerswhofeelcomfortablesharingpersonaldatainexchange

formoretailoredguidance.Morethanthree-quarters(77%)nowsaytheyare

comfortablesharinghealthinformation,upfrom69%in2023,while73%are

comfortablesharinginancialinformation,upfrom65%in2023.Thisgrowing

comfortwithdatasharingmayhelpunlockthefullpotentialofAIintheworkplace.

65%

areinterestedinpersonalized

communicationsfromtheir

employer,basedontheirindividualhealthandinancialdata

Percentagreeingwithstatement

2025

2024

AIisgoingtofundamentallychangeworkasweknowit

55%

50%

IwillfallbehindifIdonotlearnhowtouseAI

45%

41%

AIhasalongwaytogobeforeitcanbeuseful

44%

44%

AImakesmyjobeasier

43%

38%

ItrustAItomakegoodrecommendations

43%

36%

IamskepticaloftheoutputIreceivefromAI

42%

45%

MyemployerencouragesmetouseAIatwork

41%

35%

AIscaresme

39%

40%

AIisgoingtotakeawaymyjob

33%

31%

HowwouldyouexplainyourcurrentfeelingsaboutAI?

2025

2024

Hopeful

35%

36%

Excited

34%

34%

Curious

25%

27%

Concerned

24%

27%

Intrigued

23%

21%

Suspicious

21%

23%

Nervous

15%

19%

Scared

13%

14%

Doubtful

12%

14%

Indiferent12%13%

10

Employeeexperience

Demographicdiferences

Drivingwellbeing

Appendix

Executivesummary

Supportingtheworkforce

HowoftendoyouuseAIinyourdailywork?TotalGenZMillennialsGenXBoomers

Everyday23%26%30%12%12%

Noteveryday,butmultipletimesperweek20%

22%

25%

15%

8%

Onceaweek14%17%16%9%5%

2-3timespermonth9%

11%

10%

8%

6%

Onceamonth4%5%4%2%

4%

Lessoftenthanonceamonth5%3%3%9%

4%

Never26%15%13%46%62%

DoesAIanxietyafectwellbeing?

Thisanxietytranslatesintoamorenegativeoutlookonwork.EmployeesscaredbyAIaremorelikelytodreadstartingtheirworkday(56%vs.23%ofthosenotscaredbyAI).TheseindingssuggestthatAI-relatedanxietycanhavefar-reaching

consequencesforworkerwellbeingandjobsatisfaction.

DespitediferencesinAIadoptionacrossgenerations,workers’emotionalresponsetoAIrevealsasurprisingconsistency.WhenaskedifAIscaresthem,nearly40%agreeacrossallages,whilejustunderathirddisagree,andtheremainderareneutral.

ThosewhoarescaredbyAIaremorelikelytofeeloverwhelmedbybeneitsoptions(25%vs.8%ofthosenotscaredbyAI)and

reporthigherstresslevels(75%vs.63%).Moreover,AIanxietyiscloselytiedtojobsecurityconcerns:halfofworkersscaredbyAIworryabouttheirjobstability,comparedtojust25%ofthosenotscaredbyAI.

11

Supportingtheworkforce

Demographicdiferences

Employeeexperience

Drivingwellbeing

Executivesummary

Appendix

Wellbeingis

rebounding,but

there’sstillroomforimprovement

INTHISSECTION:

Employeewellbeingbouncesback

Breakingthebarrierstowellbeingprogress

Employeewellbeingbouncesback

Overthepastsevenyearsoftrackingemployeewellbeingratings,wehaveseensentimentsriseandfall.Perceptionsreachedtheirhighestpointin2022,coincidingwithaperiodofrenewedoptimismasindividualsandorganizationsbeganrecoveringfromtheimpactsofthe

COVID-19pandemic.However,thisupwardtrendreversedin2023and2024,withreportedwellbeingsigniicantlydecliningacrossalldimensions.Encouragingly,thisyear’sdatashowsapositiveshift,especiallyforsocialandmentalwellbeing(eachimprovedbyivepercentagepointscomparedtolastyear).Similarly,employees’senseofcontrolovertheirwellbeinginchedupslightly.

Employees’positiveperceptionsofwellbeing*

20252024202320222021July2020

Pre-Covid2020

2019

Myoverallwellbeing47%44%51%53%40%39%49%38%

Mentalandemotionalwellbeing47%42%48%50%39%37%46%43%

Physicalwellbeing

46%

44%

48%

49%

38%

38%

44%

42%

Professionalandcareerwellbeing

46%

43%

47%

49%

36%

34%

44%

39%

Financialwellbeing

42%

39%

46%

45%

35%

35%

40%

34%

Socialwellbeing48%43%48%50%38%33%45%34%

*Percentagesrepresentthosecitingan8,9or10onan11-pointscalewhere0=“Couldn’tbeworse”and10=“Couldn’tbebetter.”

Employeeswhofeelincontrolofeachwellbeingdimension

57%

Overallwellbeing

57%

60%

52%

53%

Mentaland

Physical

Professionaland

Financial

emotionalwellbeing

wellbeing

careerwellbeing

wellbeing

58%

Social

wellbeing

Whilewellbeinghasimprovedsomewhatacrosstheboard,wedoseevariationsindiferentgroups’

perceptions:

—GenZandMillennialsreporthigheroverall

wellbeingthanGenXorBoomers.Perceptionshaveshiftedsigniicantlyinrecentyearsfor

certaingenerations-ratingsincreasedforGenZbutdeclinedforBoomers.

—Femalesarelesslikelytoratetheirwellbeingpositively.

—Thoseinhybridworkarrangementsfeelbetterthanthosewhoonlyworkremotelyoronsite.

—Someindustries(Retail&WholesaleTrade,PublicSectorandHealthcare)tendtohavelowerresultsthanotherindustries.FinancialwellbeingratingsstandoutassigniicantlyloweramongRetail&

WholesaleTradeandPublicSectorworkers(just30%foreach).

—SeniorManagementandMiddleManagement/

Supervisorylevelsaremorelikelytobedoingwellvs.individualcontributorsacrossallwellbeing

dimensions.Forexample,just27%ofindividualcontributorssaytheirinancesaregoingwell(vs.48%ofsupervisorsand60%ofsenior

management).

Executivesummary

Employeeexperience

DrivingwellbeingSupportingtheworkforceDemographicdiferencesAppendix13

Breakingthebarrierstowellbeingprogress

Onethingisforsure:there’salwaysroomforimprovementwhenitcomestowellbeing.Thisyear’sstudycontinuestoshowthatemployeesencounterobstaclestoachievingbetterwellbeing.Amongthem,employeesarelesswillingtospendthemoneyortimetheybelieveisneededtoattain—andmaintain—atrulyhealthylifestyle.

Biggestobstacletoimprovingwellbeing*

2022

2025

2024

2023

LivingatrulyhealthyliferequiresmoremoneythanI’mwillingandabletospend

53%

47%

45%

46%

LivingatrulyhealthyliferequiresmoretimethanI’mwillingandabletospend

44%

34%

36%

40%

Generationally,limitedresourcesarethetop

mentalwellbeingobstaclesforGenZ(24%),whileuncertaintyisthe#1obstacleforBoomers(24%)

Percentageagreeingwithstatement

Acrossphysical,mentalandinancialwellbeing,costisthebiggestbarrier.Lackofmotivationortimeisatopchallengetoimprovingphysicalwellbeing,whilelimitedaccesstoresourcesandbeingunsurewhattodofollowcloselybehindcostwhenitcomestomentalandinancialwellbeing.Whilelackoftimeisnotthe#1obstacletoimprovingmentalwellbeing,employeesincreasinglywishtheir

employersoferedmoretimeofformentalhealth(55%in2025vs.50%in2024and2023).

Physicalwellbeing

Mentalwellbeing

Financialwellbeing

Cost

28%

23%

31%

Lackofmotivation

24%

16%

13%

Lackoftime

24%

17%

12%

Limitedaccesstoresources

12%

22%

24%

Don’tknowwhatIshoulddo

12%

21%

20%

*Base:Amongthosetowhomthisapplies.

14

Employeeexperience

Drivingwellbeing

Supportingtheworkforce

Executivesummary

Demographic

Appendix

diferences

Forthepastfouryears,workershaveconsistentlytoldusthatwork-lifebalance,suicienttimeoffromworkandinancialsupportwouldmostenablethemtotakecontrolofandimprovetheirwellbeing.Thereareavarietyofotherwaysthatemployerscanhelpmovetheneedleaswell.Forexample,aroundone-q