2026年全球职场健康报告

WorkplaceWellbeing360Report2026

TheHiddenRiskofaStabilisedWorkforce

TableofContents

Foreword

AwordfromTheodoricChew,CEO&Co-founder,Intellect

3

ExecutiveSummary

Theheadlinefindingsandthestorytheytell

4

ReportMethodology

Howthedatawascollectedandwhatitmeasures

5

1

WhattheDataShows

Theproductivity-performanceconundrum:whyimprovingwellbeingscoresmaskagrowingengagementgap

6

2

TheEffects

Job-hugging,FunctionalDisengagement,andtheRetentionIllusion:whatthegaplookslikeinpractice

9

3

BreakingtheCycle

Whyengagementisdrivenbypersonalfactors,notstructuralones,andwhatthatmeansfororganisations

12

4

RebuildingOptimism&

EncouragingParticipation

Thestrongestleverforengagement,whyparticipationprogrammesfallshort,andwhattrulydrivesmeaningfulparticipation

14

5

IndustrySpotlight

HealthcareandPharmaceuticals:theRetentionIllusionunderrealstructuralconditions

18

Conclusion

FromProductivitytoPerformance

22

HowIntellectCanHelp

IntellectDimensions,Coaching,ManagerTraining,and24/7support

23

Appendix

Definitions,methodology,industrybenchmarks,andriskprofiles24

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce2

3

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce

Foreword

Everyyear,thisreportasksthesamefundamentalquestion:arethepeopleinourorganisationstrulydoingwell?

Notjustcoping.Notjustshowingup.Actuallythriving,bringingtheircuriosity,theirinitiative,andtheirbestthinkingtotheworkinfrontofthem.

Thisyear'sdatagaveusamorecomplexanswerthanweexpected.Inmanyways,thingsarebetter.Organisationsinvestedintheirpeople,anditshowed.However,beneaththeimprovements,alessnoticeableshiftisunderway,onethatdoesnotshowupin

headcountnumbersoroutputreports,andonethatIbelieverepresentsthedefiningpeoplechallengeofthismoment.

Ihopethisreportchallengesyoutolookbeyondthemetricsthatmayfeelreassuringandtowardstheonesthatactuallytellyouhowyourpeopleandbusinessarereallydoing.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce4

ExecutiveSummary

Organisationsspentthelastyearinvestingintheirpeople'swellbeing.Thedatashowsitworked,atleastinpart.

Across27,048employeesin160countries,mentalwellbeingsawitslargestsingle-yearimprovementinourdatasetof10.20%points,

alongsidean8.07%pointsriseinproductivity.Stressmanagementrecordedthesinglelargestgainofanyfactorwemeasured.Bythenumbersmostorganisationstrack,thepicturelooksencouraging.

Butonenumbertellsadifferentstory.Employeeengagement,the

measureofwhetherpeoplearepsychologicallyinvestedintheir

workandnotjustphysicallypresentforit,hasnotkeptpace.Acrossthemajorityofindustrieswestudied,itdeclined.

Thispatternisconsistentwiththejob-huggingphenomenon.InaclimateofeconomicuncertaintyandrapidtechnologicaldisruptionthroughAI,leavingarolecarriesrealrisk.Manyemployeesappeartobestayingnotoutofconviction,butoutofcaution,protecting

theirenergyratherthaninvestingit.Overtime,thisproduces

FunctionalDisengagement:employeeswhomeettheirobligationsbutwithholdthediscretionaryeffortthatdrivescompany

performance.Theyarepresent.Theyareproductive.Buttheyarenotfullycommitted.

Fororganisationsreadingonlytheirretentionnumbers,this

createswhatwecalltheRetentionIllusion.Theworkforcelooksstableonpaper.Theengagementgapisinvisibleuntilitshowsupintheissuesthatnevergetraised,theinitiativethatnevergets

taken,andthepotentialthatnevergetsrealised.

Ouranalysispointstotwofactorsthatexplainthemajorityof

varianceinemployeeengagement:Optimism,anemployee's

beliefthattheireffortsleadtomeaningfuloutcomes,and

EncouragingParticipation,theextenttowhichtheyfeel

genuinelyinvitedtocontribute.Bothdeclinedoverthepastyear.Bothareaddressable.

Thisreportfollowsthatchaininfourparts:whatthedatashows,whyitishappening,whatdrivesengagement,andhowtoactonit.WeclosewithadetailedlookatHealthcareand

Pharmaceuticals,thesectorwherethispatternismostapparent,asaworkedexampleoftherecommendationsinpractice.

FunctionalDisengagementisreal,butitisnotinevitable.The

organisationsthatwilloutperformintheyearsaheadarethosethatmovenow,fromensuringproductivitytocultivatingthe

conditionsinwhichtheirpeoplecanreachpeakperformance.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce5

ReportMethodology

The2026WorkplaceWellbeing360Report

drawsondatafrom27,048employeesacross

160countriesand13industrysectors,collectedthroughIntellectDimensions,a26-itemself-

assessmenttoolembeddedwithintheIntellectplatform.

Thetoolmeasures

5organisationaldimensions

and

13personalfactors

.Organisational

dimensionscaptureworkforce-leveltrends;

personalfactorsshowthepsychological

conditionsthatdrivethem.Together,theyaredesignedtohelporganisationsmovebeyond

surface-levelindicatorsandunderstandwhatisactuallyhappeningwiththeirpeople.

HowtoReadtheNumbersinThisReport

Tablecolumnslabelled2024and2025refertothedatacollectionperiods:2024dataunderpinslastyear'sreport,and2025data

underpinsthisone.

Allorganisationaldimensionsandpersonalfactorsscoresaremeasuredonascaleof0to100.Ahigherscoreindicatesan

improvementforalldimensionsexceptBurnout,wherealowerscoreindicatesareductioninburnout.

Percentagepoints(%points)areusedtoexpressyear-on-yearchanges.Forexample,ascorerisingfrom10to15isachangeof+5%points,nota50%increase.

Forfulldetailsoftheresearchmethodology,see

Appendix3

.Forcountry-specificdata,see

Appendix4

.

6

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce

1.Whatthe2025DataShows:

TheProductivity-PerformanceConundrum

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce7

1Whatthe2025DataShows:

TheProductivity-PerformanceConundrum

InIastyear’sreport,wenotedagIobaIdipinProductivityandidentifiedMentaIWeIIbeingasthemosteffectiveIeverforrecovery.

OrganisationsrespondedbyinvestinginworkpIaceweIIbeinginitiativesthat,ayearon,appeartobepayingoffinProductivitygains.

EmpIoyeesareshowinguptoworkmoreconsistentIywithoutbeinghinderedbypoormentaIorphysicaIheaIth.

MentalWellbeing

Productivity

PsychologicalSafety

EmployeeEngagement

Burnout

55.47

65.67

46.08

54.15

58.71

64.32

59.86

62.67

64.8863.25

2024●2025

+10.20

+8.07

+5.61

+2.61

-1.63

Year-on-year

change

(%points)

010203040506070

InteIIect’sGIobaIB2Bbenchmarks,2024vs2025

Productivity,however,isnotthesameasperformance.YourempIoyeesmaybecompIetingtheirtasksontime,butdotheycareenoughtobringtheirbestseIvestoit?

ThisiswhatEmployeeEngagementcaptures,andwherethestorygetsmore

ANoteonHowWeDefineProductivity

Inthisreport,ProductivityismeasuredthroughtheIensofheaIth-reIated

presenteeismandabsenteeism.PresenteeismreferstothenumberofdaysanempIoyeeIsmentaIorphysicaIheaIthhasaffectedtheirabiIitytowork

effectiveIy,evenwhentheyarephysicaIIypresent.AbsenteeismreferstothenumberofdaystheywereabsentfromworkaItogether.Together,

thesemeasurefunctionaIavaiIabiIity,notoutputorperformance.

AnimprovingProductivityscoremeansempIoyeesareexperiencingfewerheaIth-drivendisruptionstotheirattendanceanddaiIyfunctioning.Itdoesnot,onitsown,indicatethatempIoyeesareperformingatahigherIeveI,demonstratinggreaterdiscretionaryeffort,orthrivingintheirroIes.

compIex.OurdatateIIsusthatorganisationshavesuccessfuIIyrestoredProductivity.But,EmpIoyeeEngagementisstaIIing.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce8

Thisistheproductivity-performancegap:aworkforcethatispresent,butnotfullythere.

IndustryMatrix:

ProductivityvsEmployeeEngagement

B2BEngagementBenchmark=62.47B2BProductivityBenchmark=54.15

(CentredonB2BBenchmarks)

HighPerformance(AboveBenchmark)

EfficiencyFocused

(HighProductivity/LowEngagement)

Government&Non-profit

HealthcareandPharmaceuticals

ProfessionalServices

LogisticandSupplyChainManagement

Productivity

Manufacturing

FinanceandInsurance

Others

FMCG

LuxuryandRetail

TechnologyandTelecommunications

Education

RealEstateandHospitality

E-commerceandOnlineServices

CriticalZone

(BelowBenchmark)

PassionFocused

(HighEngagement/LowProductivity)

EmployeeEngagement

2.TheEffects:

Job–Hugging,FunctionalDisengagement,andtheRetentionIllusion

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce9

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce10

2TheEffects:Job-Hugging,

FunctionalDisengagement,and

theRetentionIllusion

Theproductivity-performancegapisreflectedinaphenomenoncommonlyknownasjob-hugging:thetendencyforemployeestoremaininrolestheyfindunfulfilling,notbecausetheyare

satisfied,butbecauseleavingfeelsriskierthanstaying.

InayearshapedbyeconomicuncertaintyandrapidtechnologicaldisruptionthroughAI,theperceivedcostofmovingoutweighs

theperceivedbenefitformanysalariedworkers.

Staying,however,doesnotmeanbeingengaged.Whatjob-huggingproducesovertimeisFunctionalDisengagement:astateinwhichemployeescontinuetomeettheirbasic

obligations,butwithdrawthediscretionaryeffortthatdrivesgenuineperformance.

FunctionalDisengagementisnotalwaysvisibletomanagers.Itdoesnotannounceitself.Instead,itshowsupasagradual

narrowingofcontributionacrossthreepatterns.

Thefirstispassivecompliance:completingtaskswithoutquestioningthem,

attendingmeetingswithoutcontributingtothem,waitingforinstructionsratherthanactingoninitiative.Theworkgetsdone.Nothingmore.

Thesecondisavoidanceofownership:escalatingproblemsratherthan

attemptingtosolvethem,declininganythingthatfallsoutsideadefinedremit,andcontinuingwithoutdatedtoolsevenwhenbetteroptionsexist.The

employeeispresent,butnotinvestedinoutcomes.

Thethirdiswithdrawalfromgrowth:turningdownnewopportunities,losing

interestinfeedbackandgoal-setting,expressingindifferencetoorganisationalchangesthatwouldoncehavepromptedareaction.Thisisthemosttelling

pattern,becausegrowthorientationispreciselywhatorganisationsneedmostwhentheenvironmentisshifting.

Thepatternisalsovisibleinourpersonalfactorsdata.Acrosstheboard,the

factorsmostassociatedwithproactive,growth-orientedbehaviourdeclinedoverthepastyear,whilestressmanagement,acopingmechanism,recordedthe

largestgainofanyfactor.Thepictureisofaworkforcethathaslearnedtomanage,buthasstoppedreaching.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce11

StressManagement

EmotionRegulation

WorkLifeBalance

GrowthMindset

EncouragingParticipation

PersonalWellbeing

RelationshipBuilding

SelfAwareness

Optimism

Resilience

GoalOrientation

PurposeandMeaning

SelfEfficacy

56.84

66.93

61.5362.63

59.6160.1

63.5663.67

71.55

70.36

66.41

64.77

73.98

72.23

76.274.2

69.63

66.84

70.14

66.95

72.35

68.96

72.61

69.02

71.28

66.72

2024●2025

+10.09

+1.10

+0.49

+0.11

-1.19

-1.64

-1.75

-2.00

-2.79

-3.19

-3.39

-3.59

-4.56

Year-on-

yearchange

(%points)

020406080

InteIIect’sGIobaIpersonaIfactorsbenchmarks,2024vs2025

Accordingtoa2023GaIIupStateoftheGIobaI

WorkpIaceReport,empIoyeedisengagementcoststheworIdUS$8.8trillioninlostproductivity,the

equivaIentof9%ofgIobaIGDP.AdditionaIIy,eachdisengagedempIoyeecoststheirempIoyer

approximateIyUS$2,246,accordingtoresearchbyADP.

HighEmpIoyeeEngagement,onthecontrary,transIatestomeasurabIebusinessbenefits:

10%highercustomerIoyaItyandengagement

23%higherprofitabiIity

18%higherproductivityinsaIesfunctions

14%higherproductivitybasedonproduction

recordsandevaIuations

18%Iowerturnoverforhigh-turnoverorganisations

43%IowerturnoverforIow-turnoverorganisations

MaximisinganempIoyeeIspotentiaIisnoIongermereIyaspirationaI.ItisanessentiaIbusinessstrategy.

FororganisationsreadingonIytheirretentionnumbersandattendancedata,thiscreateswhatwecaIIthe

RetentionIllusion.TheheadcountIooksstabIe.Outputappearssteady.However,theworkforceisquietIy

contractingitscontribution,andnodashboardisconfiguredtocatchit.

TheRetentionIllusion:WhatExternalDataShows

Thispatternextendsbeyondourowndataset.

InSingapore,theMinistryofManpowerreportedthat

voIuntaryjobswitchingfeIIto6.2%in2025,athree-year

Iow,withjobstayersciting

stabiIityastheirprimary

reasonforremaining,aheadoffactorssuchaspay,careerprospects,ormeaningfuI

work.AcrossOECD

economies,the2025OECD

EmpIoymentOutIook

documentsaparaIIeI

structuraIdecIineinvoIuntaryjob-to-jobmobiIity,

attributingitinpartto

workerswhofeeItheyhave

IittIetogainfrommoving.ThesignaIisconsistent:retentiondoesnotindicate

satisfaction.ItincreasingIyindicatescaution.

3.BreakingtheCycle:

WhatActuallyDrives

EmployeeEngagement

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce12

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce13

3BreakingtheCycle:WhatActuallyDrivesEmployeeEngagement

Wehaveestablishedtheproblem.Job-huggingproduces

FunctionalDisengagement,andFunctionalDisengagement

createstheRetentionIllusion.

Thequestionnowis:whatactuallybreaksthatcycle?

Theinstinctivefixesforlowengagementtendtobestructural:rangingfromcompensationtopoliciesandmanagement

approaches,butourdatapointstosomethingmostorganisationsareunderinvestingin.

Tounderstandwheretherealleveragesits,welookedathowwellpersonalfactorscorespredicteachorganisational

dimensionacrossourdataset-astatisticalmeasurecalled

variance.Thinkofitas:ifyouknewnothingaboutanemployeeexcepttheirpersonalfactorscores,howaccuratelycouldyoupredicttheiroutcomeoneachorganisationaldimension?

Ofthefiveorganisationaldimensionswemeasured,employeeengagementisbyfarthemoststronglypredictedbypersonalfactors.

WhichOrganisationalDimensionsAreMostStronglyPredictedbyPersonalFactors?

Productivity

41.55%

PsychologicalSafety

37.03%

MentalWellbeing

44.1%

Burnout

34.17%

EmployeeEngagement

61.72%

Varianceineachorganisationaldimensionexplainedbypersonalfactors

At61.72%,personalfactors

explainnearlytwo-thirdsofthevariationinemployee

engagement.Noother

dimensioncomesclose.Thisistheclearestsignalinour

dataset:ifyouwanttomovethismetric,personalfactorsareagoodstartingpoint.

Drillingfurther,twopersonalfactorsinparticularemergedasthestrongestpredictorsofengagementacrossourentiredataset:Optimismand

EncouragingParticipation.

Together,theycontributetoemployeeengagementmorethanallotherpersonalfactorscombined.

PersonalFactor

-0.07

-0.10

-0.10

-0.13

-0.14

0.2

0.10

0.10

0.08

0.05

0.03

0.

4

0.59

46

-0.20.00.20.40.6

ContributiontoEngagement

OptimismEncouragingParticipation

SelfAwarenessPurposeandMeaning WorkLifeBalance SelfEfficacy PersonalWellbeingResilience

StressManagement EmotionRegulation GoalOrientationRelationshipBuildingGrowthMindset

ContributionofeachpersonalfactortovarianceinEmployeeEngagement

4.RebuildingOptimism&

EncouragingParticipation

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce14

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce15

4.1RebuildingOptimism

Optimismreflectsanemployee'sbeliefthattheireffortswillleadtomeaningfulprogressandpositiveoutcomes.Whenemployeesfeeloptimistic,theyaremorelikelytopersistthroughchallenges,seekoutopportunities,andinvestintheirowngrowth.Withoutit,workbecomessomethingtoendureratherthansomethingtobuildon.

Researchhasshownthatoptimism:

Makesanorganisationmorelikelytoadapttotechnologicalchange(Raetal.,2019)

Makesemployees103%morelikelytoproduceeffectiveoutcomes(Murphy,2020)

ContributestosavingsperemployeeofUS$6,521inincreasedproductivity,US$916inreducedturnover,andUS$616inlowerhealthcarecosts(UniversityofPhoenix,2024)

Whatoptimismisandisnot

Acommonmisconceptionisthatbuildingoptimismmeansprojectingconfidence.Itdoesnot.Whencompanyleadersdownplay

challengesorpaintanoverlyrosypictureofthefuture,theycomeacrossasoutoftouchandunderminetrust.

Employeesarenotlookingforreassurancethateverythingwillbefine.Theyarelookingforevidencethattheyhavesomeagencyoverwhathappensnext.

Thatisthereallever:strengtheningemployees'internalsenseofcontrol.Considerateamnavigatingaperiodofrestructuring.Aleaderwhosays,'Icannotpromisehowthiswillend,buthereiswhateachofyoucaninfluence'doesmoreforoptimismthanonewhosays,'Everythingwillworkout.'

“Inmysessionswithworkingprofessionals,thosewhofeeldisconnectedare

oftenthosewhohavegrowntobelievethattheireffortdoesnotmakea

difference.Ihavefoundthatbuildingoptimismisaboutbothfindingasenseofagencyandreceivingtherightsupportfromtheenvironment.

Peoplereallyseemtothrivewhentheycanexperiencegrowth,purpose,or

movement.Whetheritisanewskill,anewchallenge,oramanagernoticingtheirprogress,thatfeelingofmovingforwardpersonallygivesthemareasontostayinvestedeveninuncertainconditions.”

JitHuiTan

ClinicalLead,Intellect

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce16

4.1RebuildingOptimism

Howtobuildit

Setrealistic,attainablegoals,soemployeesbelievetheireffortsleadtomeaningfuloutcomes(Yesilkaya&Yildiz,2023).

Provideclearcareerpathwaysandmaintainopendialoguewithleadershipsoemployeescanseeafuturewithintheorganisation(UniversityofPhoenix,2024).

Usepositive,collaborativelanguage,forexample,asking'Howcanwedobetter?'ratherthanassigningblame.Thispromotessolution-orientedthinkingandsharedprogress(Murphy,2020).

Investinskilldevelopment,careergrowthprogrammes,and

mentalwellbeinginitiativestogiveemployeestheconfidencetoadapt(Agarwal&Majumdar,2024).

Connectemployees'worktoorganisationalgoalstoreinforce

theirsenseofpurposeanddirection(Jackson,2020;May,2023).

4.2EncouragingParticipation

Participationreflectstheextenttowhichemployeesfeelableandencouragedtocontributetheirideas,perspectives,andinitiative.Whenemployeesaregenuinelyinvitedtoparticipate,theydevelopastrongersenseofownershipovertheirwork.

Theyaremorelikelytotakeinitiative,solveproblemsproactively,andcontributebeyondtheirformalrole.

Researchhasshownthatparticipationindecision-making:

.Ispositivelyassociatedwithjobsatisfactionandjobperformance(Lam,Chen,andSchaubroeck,2002)

Translatestoagreatercommitmenttofollowthroughondecisionsmadeduringmeetings(RosenbergandRosenstein,1980;SagieandKoslowsky,1996)

Isviewedasarewardbyemployees,asitgivesthemanopportunitytobeheard(Allen,Shore,andGriffeth,2003;Wayne,Shore,andLiden,1997)

Whatencouragingparticipationisandisnot

Themostcommonmistakeorganisationsmakeistreatingparticipationasa

programme:asuggestionbox,aquarterlytownhall,apulsesurvey.Thesecreatetheappearanceoflisteningwithouttheexperienceofbeingheard.Employeesnoticethedifferencequickly.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce17

4.2EncouragingParticipation

Genuineparticipationisnotabouttheavailabilityoffeedbackchannels.Itisaboutwhathappensaftersomeonespeaksup.Doesitleadtoa

visiblechange?Doesitinfluenceadecision?Isthepersonwhoraisedanissuefollowedupwith?Whentheanswerisconsistentlyno,

participationdriesup.Whentheanswerisyes,evenoccasionally,itbuilds.

Encouragingparticipationisalsonotthesameasforcingit.Researchshowsparticipationonlyimprovesengagementwhenitispromoted

incrementallyandonemployees'ownterms(StohlandCheney,2008).Infact,aculturethatdemandsvisibleenthusiasmcanfeeljustas

unsafeasonethatignorespeopleentirely.

Howtobuildit

Createanenvironmentwhereemployeesfeelsafetoshareideasandraiseconcernswithoutfearofnegativeconsequences.

Buildsupportiverelationshipsbetweenmanagersandemployeestostrengthentheconnectionbetweenparticipationandengagement.

Askforemployeeperspectives,listenattentively,andacton

feedbacksoemployeesknowtheirvoicesaregenuinelywelcomed.

Reducethefrequencyofmeetingsandintentionallyredesigntheonesthatremaintocreatespaceforcontribution(LuongandRogelberg,2005).

Involveemployeesindecisionsthataffecttheirworkandgivethemcontroloverhowoutcomesareachieved.

Whilecreatingtheconditionsforparticipationmayseemtorestprimarilywithmanagers,theycanonlydothiswellwhencompanyleadersmodelthesameopennesstheyaskoftheirteams.

“Themosteffectiveleadersengineerfortheirmanagerstheexact

environmenttheyexpectmanagerstocreatefortheirteams.Itstartswithnormalisingvulnerabilityatthetop.Whenseniorleadersopenlydiscusshowtheynavigatechallenges,itgivesmiddlemanagersthepsychologicalpermissiontobehuman,too.”

Dr.OliverSuendermann

VPofClinical,Intellect

5.IndustrySpotlight:

HealthcareandPharmaceuticals

TheRetentionIllusioninPractice

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce18

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce19

5IndustrySpotlight:

HealthcareandPharmaceuticalsTheRetentionIllusioninPractice

Ofthe13sectorsinourdataset,HealthcareandPharmaceuticalsistheclearestexampleofthedynamicsthisreportdescribes:job-huggingproducing

FunctionalDisengagement,creatingaRetentionIllusionthatmasksaseriousengagementproblembeneathstableproductivitynumbers.

OrganisationalDimensions

.2024●2025YOYchange

Productivity

PsychologicalSafety

Burnout

MentalWellbeing

EmployeeEngagement

56.44

58.78

63.13

64.25

62.9762.55

70.9969.45

69.00

61.67

020406080

+2.34

+1.13

-0.42

-1.54

-7.32

HealthcareandPharmaceuticalssectorbenchmarks,2024vs2025

Forfullindustry-specificdata,see

Appendix5.

PersonalFactorsScorecard

2024●2025YOYchange

55.80

67.29

61.83

63.95

59.8660.08

65.05

63.95

68.7667.50

74.40

71.84

73.25

70.59

76.1973.46

70.69

66.21

71.78

66.89

74.61

69.18

74.34

68.26

73.31

66.81

StressManagement

GrowthMindset

WorkLifeBalance

EmotionRegulation

PersonalWellbeing

RelationshipBuilding

EncouragingParticipation

SelfAwareness

+11.49

+2.12

+0.22

-1.10

-1.26

-2.56

-2.66

-2.73

-4.48

Resilience

-4.89

Optimism

PurposeandMeaning

GoalOrientation

SelfEfficacy

-5.43

-6.08

-6.50

020406080

HealthcareandPharmaceuticalspersonalfactorbenchmarks,2024vs2025

20

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce

5.2TheProblem

WhileProductivityhasincreased,employeeengagementhasdeclinedsharply,recordingoneofthelargestdropsinthedatasetata7.32%

pointdecrease.

Consistentwiththeglobaltrend,thisdeclineappearstobedrivenlargelybysignificantdecreasesinOptimismandEncouraging

CorrelationwithEngagementDelta

OptimismDelta

Encouraging

Participation

Delta

0.79

(HighImpactLevel)

0.76

(HighImpactLevel)

Participation.

Evenamonghighlycommittedprofessionals,theHealthcareandPharmaceuticalssectoroperatesunderconditionsthatcontributetodisengagement.Structural

realitiesinclude:

Natureofwork

Highcaseloadscanleadtofatigueandemotionalexhaustion,leavingemployeeswithlimitedtimeandenergytopursuegrowthanddevelopment.

Operationalrequirements

Extensivedocumentationandcompliancerequirementscanconstrainemployees'senseofcontroloverhowtheirworkiscarriedout.

Organisationalstructures

Hierarchicalenvironmentswithstrictchainsofcommandcanlimitopportunitiesforemployeestoparticipateindecision-making.

Toaddressthesechallenges,organisationsmustfocusonstrengtheningoptimismandencouragingparticipationinwaysthatalignwiththerealitiesofthesector.

Thesubsequentsectionhighlightsseveralevidence-basedinterventionsthatleadingorganisationshaveinvestedintoproactivelyaddressthechallengesofFunctionalDisengagement.

WorkplaceWellbeing360Report2026:TheHiddenRiskofaStabilisedWorkforce21

5.3Evidence-basedInterventions

5.3.1Buildingoptimismthroughcoaching

OneeffectivewaytorebuiIdoptimismisbyinvestingincoaching,a

personaIisedapproachtoIearninganddeveIopment.Coachesmeet

empIoyeeswheretheyareandaddresschaIIengesuniquetothem,

whetherthatisheIpinganursereconnectwiththeirsenseofpurposeorsupportingapharmaceuticaIsaIesrepresentativeinmanagingwork-IifebaIance.

Third-partydigitaIpIatformsareparticuIarIyweII-suitedtoheaIthcare

environmentsfortworeasons.First,shift-basedempIoyeescanaccesssupportanytimeandanywhere.Second,empIoyeescanseekheIp

conf