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1、1Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 2024 Global Benefits Attitudes SurveyUnderstanding employee wants and Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 2In this research,we aim to help employers better

2、 understand their workforce and strategically adapt their benefit practices and policies to stay ahead of the game,keep their employees happy,engaged and productive;and successfully attract the right talent.We put the employees center stage and ask their views on their benefit and reward packages,th

3、eir wellbeing and job flexibility,and their employers policies and programs.About the survey Since 2013,WTW has surveyed employees globally to understand the employee voice on benefits,drivers of attraction and retention,and attitudes around wellbeing.For the sixth biennial Global Benefits Attitudes

4、 Survey,we used an online survey to interview 45,000 employees working for medium and large private sector organizations in 29 countries and territories.WTW partnered with a third-party vendor to identify employees in our target group and took best practice steps to manage the data collection proces

5、s.Results are weighted to be representative of the workforce in each market.The overall margin of error for the global sample is plus or minus 0.5%,which varies by region and country cuts of the data.IntroductionThe world of work has changed dramatically over the past two years.The aftermath of the

6、COVID-19 pandemic was a catalyst of change that led to a period of staff shortages(the“great resignation”)as workers looked for greater autonomy,with increasing demands for greater flexibility and a desire for security in their total rewards.While staffing pressures have since eased,companies contin

7、ue to navigate the complexities of this new working environment and the changing demands of employees as they remain focused on their need to attract and retain key talent.New challenges have since emerged that are potentially just as significant for employers.Inflationary pressures have strained bo

8、th employer and employee budgets,and return-to-office mandates have created tension in the workforce.New requirements from government directives and pressure from investors and employees,are leading companies to expand their focus on diversity,equity and inclusion(DEI)and climate initiatives.Geopoli

9、tical turmoil has added another layer of uncertainty and risk that companies must manage.Looking ahead,the rise of generative AI may also lead to a revolution in work.Altogether,companies are operating in a period of significant change with implications for all aspects of their reward,benefit,and ta

10、lent strategies and programs.2024 Global Benefits Attitudes SurveyUnderstanding employee wants and needsIntroduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 3The period after the pandemic(2021-2022)was dominated by stories of the“great resignation,”with staff sho

11、rtages and high rates of attrition.Today,we see a return to more normal labor market conditions,with a larger share of employees who want to remain with their employers and fewer employees open to competing offers(Figure 1).This may also reflect the declining availability of attractive jobs and a co

12、oling of the labor market after several years of widespread movement of workers between jobs,industries and occupations.1.The big picture Employees are looking for greater security during uncertain timesFigure 1:Employees intention to move or stay with their employerNote:Sum may not equal to 100%due

13、 to rounding.Sample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2022 and 2024 Global Benefits Attitudes Survey.Looking for new roleEmployees who do not plan to stay with their employerOpen to offersEmployees who plan to remain with their employer but wh

14、o feel stuck and would change jobs if they couldWant to stayEmployees who plan to remain with their employer for the next two years and are not open to offers2022202447%55%25%15%28%10%30%Asia Pacific2022202452%58%18%11%7%30%31%EMEA202220246%Latin America2022202411%North AmericaOpen to offers(2024 vs

15、.2022 change)28%29%17%22%56%58%49%11%31%62%11%27%Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 4Employers and employees are increasing their focus on benefitsWhile retention concerns have receded in the past few years,employers are still looking to compete

16、 for talent by using their benefit packages to differentiate their total rewards.In fact,competition for talent is the top factor shaping employers benefit strategies,according to the 2023 WTW Benefits Trends Survey.This aligns with employees perspectives.Results from the recent Global Benefits Atti

17、tudes Survey show that benefits have become a much more important factor in employees decisions to either join a new company or remain with their current employer.Benefits provide a level of security that employees increasingly need,and many are looking to their employer for greater support.As shown

18、 in Figure 2,the importance of benefits for attracting talent has jumped globally in all regions covered in the study.The good news is that employers are doing a better job of delivering on their benefits.Appreciation of benefits has risen significantly among employees.In 2017,around half of employe

19、es(49%)globally said their benefit package met their needs,but by 2024,this number had risen to nearly three in five(61%).This suggests the investments made by employers over the past decade in offering a wider array of benefits,enhancing the employee experience when using and enrolling in benefits,

20、and providing wider support for employees around wellbeing are paying off.Question:My benefits package was an important reason I decided to work for my current employer?Note:Percentages indicate“agree”or“strongly agree.”Sample:All employees except for those in Canada and U.S.which are full-time empl

21、oyees only.Source:2017 and 2024 Global Benefits Attitudes Survey20172024Figure 2:Benefits packages are an important reason employees decided to work for their employer28%35%40%44%42%51%58%65%Latin AmericaAsia PacificNorth AmericaEMEAIntroduction1.The big picture2.Challenges for employers3.Maximizing

22、 the value of benefits 5Remote work has become a key driver of job decisions During the pandemic,a mass experiment in remote work(working from home)commenced.Since then,many employers have taken steps to formalize their remote work policies.While some employers have embraced hybrid and remote work p

23、olicies,many others are requiring employees to return to the office to foster collaboration,effectively onboard new staff,nurture company culture,enhance data security and improve oversight.But many employees have become accustomed to the advantages of flexible work arrangements(e.g.,reduced commuti

24、ng time,greater work/life balance)and place significant value on the ability to work remotely.Employees desire for remote work has risen sharply over the past two years in all regions,as employees are becoming increasingly interested in greater flexibility in managing their lives outside of work(Fig

25、ure 3).The divergence between employers wanting more onsite work and employees desiring more remote work creates a challenge for employers.Employees are 1.5 times more likely to seek alternative work(i.e.,be job seekers)and 1.3 times more likely to be disengaged when their desire for remote work is

26、unmet.These issues become magnified at companies that have imposed mandates to return to the workplace.Remote work preferences can lead to strong reactions from employees,and companies which understand employees wants and needs can avoid disruptions to workforce retention and productivity.Note:Sum m

27、ay not equal to 100%due to rounding.Sample:All employees.Source:2022 and 2024 Global Benefits Attitudes Survey.Figure 3:Employee preferences for flexible(remote)work2%20222024North America29%62%9%48%50%Prefer more remote workAlignedPrefer more onsite work2022202411%11%60%47%29%51%2%2%2%Asia Pacific2

28、022202463%49%30%48%EMEA20222024Latin America39%53%33%65%27%8%Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 6Employers investments in wellbeing are succeeding,but the job is not doneInvestments in employee wellbeing,an area of increasing focus for employers

29、 for over 20 years,accelerated during the pandemic.These investments are starting to bear fruit,as employee appreciation of employer wellbeing programs has significantly increased.Net promoter scores(a reflection of how much employees are willing to recommend their employer based on its wellbeing pr

30、ograms)are up 20 percentage points globally.While this reflects positive momentum,employers have opportunities to do more.NPS scores remain negative for most regions,and around three in four employees are passive/dissatisfied about their companys programs(Figure 4).Employers also have opportunities

31、to improve employees states of wellbeing.Despite the pandemic and current cost-of-living crisis,the portion of employees at high risk,displaying low wellbeing levels across physical,emotional,financial and social wellbeing,has been largely flat over the past five years(14%in 2019,12%in 2022 and 13%i

32、n 2024).Still,nearly two-thirds of employees(63%)have a moderate or major issue in at least one of the core areas of wellbeing:physical,emotional,financial and social.While it is positive that wellbeing has held up among employees in the face of significant adversities in recent years,employers face

33、 challenges in motivating employes to take action and create sustainable healthy habits.Companies have increased focus on enhancing the employee experience with their wellbeing programs by boosting communication and connecting wellbeing to their culture and broader human capital strategy(2024 WTW We

34、llbeing Diagnostic Survey).Question:How likely are you to recommend your employer as a place to work based on your employers wellbeing initiatives and resources?Sample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2019 and 2024 Global Benefits Attitudes S

35、urvey.What is an NPS?The net promoter score(NPS)embeds the idea that adequate or passive responses are not enough to build brand or engagement and focuses on the difference between approval and disapproval.It is frequently used in market research to measure customer experience.A good NPS is 20 or mo

36、re,while zero is a“satisfactory”benchmark.Caveats:Cultural differences can make cross-country comparisons misleading.Scores may be better the closer in time the survey is to the last customer experience.Figure 4:Net promoter scores for wellbeing initiatives and resources(Promoters Detractors)Latin A

37、mericaAsia PacificNorth AmericaEMEA201920245146281831+2018+282+161+27Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 7Employers efforts around diversity,equity and inclusion are bearing fruitIn 2020,DEI leapt to the forefront of peoples consciousness and sin

38、ce then has been a key priority for many employers.DEI initiatives aim to create a working environment that supports the diverse groups of individuals in the workforce,including people of different race,ethnicity,religion,ability,socioeconomic status,gender and sexual orientation.Initial indications

39、 are that employers are making good progress(Figure 5).In fact,over half of employees say DEI at their organization has improved(through implementing formal recognition programs,promoting the best candidates,improving representation of women and minorities,and allowing a wider range of viewpoints).H

40、owever,there are still groups of employees with unmet needs,who require greater support with their wellbeing and feel they are not getting the most out of their benefit plans.Question:To what extent has your employer made progress in the following areas over the past year?Sample:All employees except

41、 for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.Figure 5:Extent employer has made progress on DEI7%11%11%10%31%47%31%44%26%12%21%17%37%30%37%29%Asia PacificEMEALatin AmericaNorth AmericaWorseAbout the sameBetterMuch betterIntroduction1.The

42、 big picture2.Challenges for employers3.Maximizing the value of benefits 8Since 2017,employee appreciation of the benefit package has risen significantly,but nevertheless opportunities remain for employers to do more.There is a disconnect in priorities between what employees want and what employers

43、are planning to do regarding some key benefits(Figure 6).This highlights opportunities for employers to rethink their focus and better align benefits to the wants and needs of employees.Employees(globally)prioritize flexible work arrangements,health and finances(retirement saving and assistance with

44、 short-term financial issues).Employers,in contrast,report financial wellbeing and retirement as low priorities and flexible working as a medium priority.Although meeting employees preferences is not the only factor employers must consider when designing benefits other considerations include the com

45、petitive landscape,costs,reputation and stakeholder management a stronger alignment with employee preferences can help employers attract and retain key talent.2.Challenges for employersEmployers priorities and employees wants and needs are misalignedNote:Numbers are employee and employer priority sc

46、ores,normalized to 100 to facilitate comparison.Higher scores indicate higher priorities.“Paid time off and broader leave policies”and“Working environment”not presented due to not being available in Benefits Trends Survey.Sample:All employees except for those in Canada and U.S.which are full-time em

47、ployees only.Source:2024 Wellbeing Diagnostic Survey,Global;2024 Global Benefits Attitudes Survey,Global.Figure 6:Alignment between employer and employee prioritiesPriority ScoreEmployerEmployeeHealth benefits25169Inclusion and diversity1156Risk and insurance benefits1376Community and social respons

48、ibility(ESG)34-1Support employee benefits decisions57-2Family and caregiving support48-4Flexible work arrangements1319-6Retirement plan/long-term finances614-8GAP(Employer-Employee)Mental health support1578Greater employer focusGreater employee focusFinancial wellbeing/short-term finances11-65Introd

49、uction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 9For many countries,the past two years have been a period of high inflation not seen in decades.On top of that,interest rates remain high across the globe as an era of low rates has come to an end.And this is hitting

50、 at a time when many employees are already struggling financially with high housing costs,student debt,childcare costs and other necessary expenses.Around one in three employees report they are worse off than they were a year ago,and a similar number of employees report that money concerns are havin

51、g a negative impact on their wellbeing(Figure 7).In the U.S.and the U.K.,country specific data show nearly nine in 10 employees are concerned about covering their basic living expenses(such as rent/mortgage,food and bills,transportation and childcare),with over two in five employees very or extremel

52、y worried.Employees financial concerns can impact other areas of their wellbeing and affect their effectiveness at work.We find that employees with worse financial wellbeing show higher levels of mental distress,poor lifestyle choices and worse health outcomes.At work,they are also less engaged and

53、more likely to leave their job.Financial concerns loom large for workersFigure 7:Employees financial concernsAsia PacificEMEALatin AmericaNorth AmericaEmployees financially worse off than a year ago28%32%26%33%Employees reporting money concerns have a negative impact on their wellbeing31%27%33%37%Em

54、ployees not saving enough for retirement75%71%82%78%Employees on track for retirement54%36%38%36%Sample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.Introduction1.The big picture2.Challenges for employers3.Maximizing

55、 the value of benefits 10Along with short-term financial pressure,employees feel unprepared for retirement.Since 2022,retirement confidence has fallen,with most employees reporting they are not saving enough for retirement and are not on track for their retirement.This is reflected in the number of

56、employees looking to stay longer in work.Across many developed economies,the number of employees aged 50 or older who expect to work to age 70 or later has grown substantially from 2019 to 2024:Denmark:16%to 31%Ireland:11%to 33%Japan:20%to 37%Singapore:21%to 36%U.K.:16%to 31%U.S.:30%to 46%Despite th

57、e significant financial concerns of employees,financial wellbeing doesnt seem to be high up on the radar for employers.Financial wellbeing(covering both short-term finances and retirement planning)is the top priority area for employees.Yet only one in five employers are looking to make financial wel

58、lbeing a priority in the coming years(Figure 8).Is it time for employers to think again?Question:Which area would you like your employer to help you with most over the next three year?Please rank the top areas in order of importance,where 1 is most important,2 is second most important,etc.Note:Perce

59、ntages indicate item selected in the top 2.Sample:*All employees except for those in Canada and U.S.which are full-time employees only.Source:2024 Wellbeing Diagnostic Survey,Global;2024 Global Benefits Attitudes Survey,Global.Figure 8:Alignment between employer and employee priorities47%Employer pr

60、ioritiesEmployee needs*Emotional wellbeingPhysical wellbeingEmployee experienceSocial wellbeingFinancial wellbeing66%41%52%40%50%40%17%22%20%59%+25+12+10-3-37GAP(Employer-Employee)Greater employer focusGreater employee focusIntroduction1.The big picture2.Challenges for employers3.Maximizing the valu

61、e of benefits 11Emotional health has improved,but the mental health crisis continues Over the past 20 years,rates of anxiety and depression have increased sharply around the world,particularly among young adults.The detrimental impact of poor mental health on worker productivity,absence rates and be

62、nefit costs are a particular concern for employers.According to the 2023 WTW Benefits Trends Survey,mental health support is the second highest priority for employers when designing benefits to support their workforce,while the growing mental health crisis is the third most important factor influenc

63、ing businesses wellbeing strategy(2024 WTW Wellbeing Diagnostic Survey).The good news from our latest results is that the mental health of younger workers shows signs of improvement globally over the past two years (Figure 9).For older generations,patterns are more mixed,with little change overall g

64、lobally.Alongside improvements in mental health,we also see lower rates of burnout across the vast majority of countries in the study.In 2022,36%of employees globally reported feeling burned out from their work.By 2024 this figure had fallen to 28%,showing that work pressures have receded as a cause

65、 of emotional health issues.While reported emotional wellbeing has improved,one in three employees globally report suffering from anxiety or depression,and many are not getting help.Only about a third(35%)of employees who report symptoms of anxiety or depression report that they sought treatment to

66、address their mental health problems(medication or consultation with a mental health specialist).Employers can spend more time and effort to raise awareness and reduce stigma related to seeking help for mental health problems.Employees also report that lifestyle behaviors like social interactions an

67、d physical and outdoor activities improve their emotional wellbeing.Clearly,tackling mental health is not easy,but a focus on ensuring employees get appropriate care and helping them better manage their lifestyles are areas where employers could target efforts.Figure 9:Employees with anxiety and dep

68、ressionAsia Pacific20222024202220242022202420222024Gen Z,42%39%36%32%23%Gen X,37%Gen Y,35%Boomers,18%EMEAGen Z,62%53%40%32%19%Gen X,29%Gen Y,47%Boomers,20%Latin AmericaGen Z,53%49%38%29%18%Gen X,33%Gen Y,39%Boomers,23%North AmericaGen Z,63%53%42%31%18%Gen X,33%Gen Y,52%Boomers,18%Note:Percentanges i

69、ndicate employees with anxiety and depression.Sample:All employees except for those in Canada and U.S which are full-time employees only.Source:2022 and 2024 Global Benefits Attitudes Survey.Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 12Access to healthc

70、are is a significant concernEnsuring employees have access to the care they need is crucial.For employers,offering good health benefits can drive engagement and productivity and improve attraction and retention.For employees,access to care can determine their ability to seek timely medical treatment

71、,manage chronic conditions,and maintain their overall health and wellbeing.Our latest research shows,however,that a significant number of employees report concerns in their ability to access care in a timely manner(Figure 10).Concerns about waiting times are strongest in Western Europe,where nationa

72、l health systems have been more stretched coming out of the pandemic.By contrast,employees in North America(the U.S.particularly)and Asia Pacific show fewer concerns on waiting times(potentially explained by the higher share of virtual care users in each of these markets).In the U.S.particularly,con

73、cerns about access to care are less about waiting times(though that is still a moderate concern)and more about affordability.Nearly three in 10 employees(28%)have delayed or skipped care,mostly due to money concerns,and a third find it difficult to afford the healthcare their families need;this rise

74、s to nearly half(48%)among high users of healthcare.The implications of this lack of access to care include health deterioration,emergence of more acute illnesses that are harder and more costly to treat and manage,lower work performance and health disparities among employees.Employers have a clear

75、opportunity to reassess the health benefits they provide employees through the lens of access,ensuring they effectively address issues of accessibility and affordability,especially for employees who need it most.The challenge revolves around how to tackle this while also managing associated costs.Fi

76、gure 10:Concerns about waiting times for access to healthcareNote:Percentanges indicate agree or strongly agree.Sample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.Asia PacificAppointment timeI have struggled to get

77、an appointment in a reasonable timeI am concerned I will face longer waiting times in the futureLonger waiting timesEMEALatin AmericaNorth America32%34%34%44%30%40%28%33%Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 133.Maximizing the value of benefits Off

78、er benefits that employees valueWith mounting cost pressures and a growing realization that benefits are core to employers ability to compete for talent,it has become more crucial than ever for employers to understand their employees wants and needs.In the Global Benefits Attitudes Survey,we asked e

79、mployees to select the most important factors they would consider before changing employer(Figure 11).Pay was the number one factor for employees globally,as we have seen in past iterations of our survey.Job security was the next most important factor that employees looked for when considering switc

80、hing jobs,especially for workers in their 40s and 50s with greater family commitments.This desire for security has been amplified recently,with cost-of-living pressures and economic uncertainty making financial stability increasingly important for employees.Career prospects(e.g.,promotion prospects,

81、career development opportunities)are a greater priority for younger employees.Core benefits(i.e.,health,retirement and leave)are also a significant attraction driver for employees,particularly when taken together;this reaffirms employees desire for security that we see elsewhere in the survey.Benefi

82、ts to address issues around financial and emotional wellbeing are also increasingly important,especially for younger workers.An employees work situation is also a key driver of job choice.Flexible work arrangements(i.e.,working remotely,flexible working hours)and the working environment(i.e.,locatio

83、n,facilities)for onsite workers,have both become much more important in the past five years.Figure 11:Top priorities for employees looking to move to a new job with a different employerQuestion:If you were looking to move to a new job at a different employer,which of the following would be most impo

84、rtant to you?Sample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.GlobalAsia PacificEMEALatin AmericaNorth AmericaPay and bonusPay and bonusPay and bonusPay and bonusPay and bonusJob securityJob securityJob securityCa

85、reer opportunitiesHealth benefitsFlexible workingWorking environmentFlexible workingFlexible workingJob securityWorking environmentFlexible workingWorking environmentJob securityFlexible workingHealth benefitsCareer opportunitiesCareer opportunitiesHealth benefitsRetirement benefitsCareer opportunit

86、iesWorkplace cultureSense of purposeHelp financial situationLeave policiesRetirement benefitsLeave policiesRelationships in workWorking environmentWorking environmentAbout the sameBetterMuch betterIntroduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 14Employees a

87、ppreciation of their benefits has improved in the past five years.Partially,this reflects employers efforts to increase benefit choice and flexibility.This allows employees to select benefits that are more tailored to their own personal circumstances,fostering greater engagement in benefit programs

88、and thus boosting appreciation of the benefit package.Our results show that employees who are offered high levels of benefit choice(defined as the ability to customize core benefits combined with voluntary benefits or a fully flexible benefit fund)are nearly twice as likely to say that their benefit

89、 package meets their needs,relative to those with no choice in benefits(Figure 12).Greater choice builds employee trust in the employer and enables employers to take a wider role in adjacent areas,such as wellbeing.When high choice is available,60%of employees agree with the statement“I would trust

90、services and tools(to support my wellbeing)provided by my employer more than ones I can find on my own”compared with only 27%of employees with no choice.But adding choice is not without challenges.Companies seeking to offer more choice must address complexities of management and administration,regul

91、atory compliance and communication issues to capitalize effectively on the benefits of providing choice and advance their role in employee wellbeing.Provide appropriate choiceFigure 12 Benefit package meets employee needsNote:Percentages indicate agree or strongly agree.Sample:All employees except f

92、or those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.NA 77%NA 44%LATAM 73%LATAM 40%No ChoiceHigh ChoiceEMEA 70%EMEA 34%APAC 79%APAC 42%Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 15There is a strong a

93、nd growing desire among employees for work flexibility,and when employers are not able to meet workers preferences,workers are more likely to look for a new job.So,employers will need to balance carefully those business imperatives leading them to try to get workers back onsite with employee desires

94、 for greater flexibility to manage their work/life balance.This may mean employers need to review their current remote work strategy and policies;however,flexibility extends beyond remote work alone.Employers can explore alternative means of meeting worker needs via more flexible work schedules(star

95、t and end times,time out during day)or leave policies.A second source of flexibility workers are looking for is in how they work in the run-up to retirement.As older workers approach retirement,they are increasingly looking to phase in their retirement(reduce their work hours or responsibilities as

96、they approach full retirement).Looking at all workers age 50 or over in the U.S.and U.K.,around one in six are already phasing in their retirement,and about one in three in the U.K.and one in five in the U.S.would like to phase in their retirement in the future(Figure 13).Given that formal phased re

97、tirement programs are currently rare,many of these individuals are phasing in their retirement informally.With an aging workforce,these figures are hard to ignore and will likely continue to grow in the future.Facilitating phased retirement has clear potential benefits:Figure 13 Preferences for phas

98、ed retirementNote:Percentages may not add up to 100%due to rounding.Sample:All employees aged 50 years old or more.Source:2024 Global Benefits Attitudes Survey.Respond to employees desire for greater work flexibility For employers,phased retirement can aid with workforce planning issues,helping to r

99、etain key skilled talent and reduce the risk of the sudden loss of knowledge or expertise with cliff-edge retirements.But,conversely,transitioning employees to part-time employment can be a difficult task and potentially impact both the workers and teams productivity(when workload is not adjusted ap

100、propriately).Already phasing Want to phaseWant to work fully until retirementAlready started transitioning into retirementReduce my work hours or responsibilities as I approach retirement Continue working as I always have,right up until I retireU.K.17%32%51%U.S.15%19%66%For workers,phasing in retire

101、ment is likely to make the transition to retirement smoother and less stressful(both emotionally and financially).It may particularly help those employees who are beginning to feel burned out or less engaged or who have health issues to reduce their work commitment gradually.This may help with burno

102、ut and increase engagement,though the need for effective HR management will remain.Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 16The key area of help that workers are looking to their employers for support with is financial wellbeing.But what form of hel

103、p are employees looking for?In terms of addressing their short-term financial situation,most workers want their employer to help them grow their savings or help them get the most from their benefits(Figure 14).After that,lower-and average-paid workers are looking for their employer to help them with

104、 emergency savings,while higher-paid workers look for access to insurance and protection against financial losses.When workers instead think about their long-term financial planning,they are chiefly looking for help with how to make decisions throughout their retirement years.These decisions are oft

105、en the most complex and where plan defaults and automatic rules are typically not present.The top three areas of help desired are:1)the timing of retirement,2)how much employees can spend in retirement,and 3)how much employees can safely withdraw from their accounts during retirement.Employees are s

106、till looking for help to accumulate greater assets for retirement.They want to know how much to save,where to invest it and the different ways to save.In many countries,the employer retirement plan is an employees primary way of saving for retirement.While alternative savings strategies are viable i

107、n some countries,many employees have limited savings to participate in such options.Enhance approaches to address employees financial needsQuestion:Thinking about your financial situation,which of the following would you most want your employer to help you with?Please select up to 3.Sample:All emplo

108、yees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey,Global.Figure 14:Help employees want from their employers to address their financial needsHelp me grow my savings and wealthHelp me to get the most out of my benefitsProvide access

109、 to money in event of an emergencyAccess to insurance to protect me against financial lossesHelp me stick to a budget,manage my spendingCoaching on my day-to-day financesHelp me manage my debt43%36%30%27%23%19%19%Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefi

110、ts 17In terms of both their physical and emotional health,most employees look toward their employers to facilitate improving their lifestyles.Employees report social interaction,being physically active and getting outside are most effective in helping them manage their emotional health,while being m

111、ore active and eating better are their top priorities for managing their physical health.Employers can take relatively simple steps to help employees achieve in these areas.Flexible and voluntary benefits and onsite facilities are areas that employers can explore to encourage physical activity,while

112、 healthy nutrition programs are also potential areas of support.Nevertheless,just providing these options is not enough;encouraging employees to take action is crucial to supporting wellbeing.One important lever that is often overlooked by employers is social wellbeing.We find that social connection

113、s at work are a key enabler of change;employees with high social wellbeing are more than twice as likely to take significant actions to address their wellbeing in the past year(Figure 15).Employers can enhance employee social wellbeing by building participation and engagement in company programs via

114、 support groups and the broader workplace culture.Managers and policies can also look to give employees the flexibility to enable change and support more social connections in the workplace and enhance the working environment.Engaging employees to take actions to support their wellbeingSample:All em

115、ployees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey,Global.Figure 15:Action taken to improve wellbeing in the past year27%51%9%37%54%22%High social wellbeingLow social wellbeingNo actionSome actionSignificant actionIntroduction1.

116、The big picture2.Challenges for employers3.Maximizing the value of benefits 18Over the past decade,we have seen dramatic growth in the use of virtual care.Around one in five employees globally used virtual care in 2023 to 2024,with North America leading the way(Figure 16).While most employees prefer

117、 face-to-face consultations(51%),virtual care has notable advantages.It is in general less costly and more convenient,allowing for quicker consultations that may result in faster diagnostics and treatments.Virtual care can also mean less time away from work.In fact,almost two in five employees(39%)s

118、tate they would prefer a virtual consultation over a face-to-face one if it implies a shorter wait.On top of this,our research finds that virtual care is more useful to employees who need care more.High users of healthcare and those who struggle to get doctors appointments are the largest users of v

119、irtual care.Moreover,they are most likely to say that virtual care is a helpful solution to the barriers to care that they face.We also find that virtual care is particularly powerful for employees with mental health problems who are more likely to get the help they need when they use virtual care.T

120、here is also an opportunity to better link virtual and navigation services.These services are focused on providing personalized assistance to find appropriate healthcare providers,schedule appointments,explain insurance benefits,manage costs,and resolve issues related to healthcare access and utiliz

121、ation.Global Benefits Attitudes Survey respondents emphasize the need for support in efficiently accessing,understanding and managing the healthcare services provided by their employer to be able to find the appropriate care at the lowest cost.Desire for help navigating the options offered is a gene

122、ral concern for employees globally but particularly for employees in the U.S.Those in the U.S.facing access and affordability issues show the greatest benefit from navigation services,which increase employee understanding of the healthcare costs they face and lead to better plan appreciation.Address

123、 barriers to accessing healthcareSample:All employees except for those in Canada and U.S.which are full-time employees only.Source:2024 Global Benefits Attitudes Survey.Figure 16:Use of virtual care in the past year26%15%18%23%Asia PacificEMEALatin AmericaNorth AmericaIntroduction1.The big picture2.

124、Challenges for employers3.Maximizing the value of benefits 19For more information about this research,or to learn about how WTW can help elevate your benefits,contact us:Steve Nyce Director,Research and Innovation Center About WTWAt WTW(NASDAQ:WTW),we provide data-driven,insight-led solutions in the

125、 areas of people,risk and capital.Leveraging the global view and local expertise of our colleagues serving 140 countries and markets,we help you sharpen your strategy,enhance organisational resilience,motivate your workforce and maximise performance.Working shoulder to shoulder with you,we uncover opportunities for sustainable success and provide perspective that moves you.Learn more at 2020Introduction1.The big picture2.Challenges for employers3.Maximizing the value of benefits 2024 WTW.All rights reserved.WTW_158300/08/