Almost half of UK employers do not have a formal health and wellbeing strategy in place, leaving many organisations without a clear framework for supporting staff.
That’s according to research showing that 43 percent of organisations lack a structured approach to wellbeing, with some relying on ad-hoc support or basic benefits rather than a coordinated plan. It risks leaving gaps in provision, particularly for employees who are less likely to actively seek help.
The issue comes at a time when employee health is under increasing strain, with growing evidence that poor workplace support is already affecting both wellbeing and performance.
Ad-hoc support risks leaving employees behind
The research, carried out by employee benefits firm Everywhen, found that 18 percent of employers treat benefits alone as their wellbeing strategy, while 13 percent offer support only when issues arise.
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This approach can result in uneven access to support, with employees who are less vocal or less comfortable raising concerns potentially missing out on help.
Debra Clark, head of wellbeing at Everywhen, said wellbeing initiatives needed to be built around a clear framework to be effective. “For wellbeing support to have the most impact it must be part of a strategy that considers the needs of the workforce and the objectives of the company in offering that support”, she said.
Without a structured plan, organisations risk focusing on short-term responses rather than addressing underlying issues affecting employee health and productivity.
Workplace health pressures intensify
Separate research suggests the consequences of weak wellbeing support are already being felt across the workforce.
Data from EGYM Hussle, a provider of flexible access to gyms and wellness services, found that more than half of UK employees say their job is harming their physical health, while 41 percent report negative impacts on their mental health.
More than six in ten workers said they were concerned about the long-term health effects of their working lives, with many pointing to sedentary behaviour and disrupted sleep as key issues.
The research also found that 34 percent of employees believe health issues such as stress and fatigue are already affecting their performance, while only 36 percent are satisfied with the level of support provided by their employer.
Gap between employee needs and employer response
The contrast between rising health concerns and limited strategic support reveals a growing gap between what employees need and what organisations are delivering.
Wellbeing is increasingly influencing retention, with 60 percent of employees saying it plays a role in whether they stay in a job. But without a formal strategy, employers may struggle to respond effectively or consistently.
It may also make it harder for organisations to demonstrate the value of wellbeing investment, particularly where initiatives are introduced in isolation rather than as part of a broader plan.
Call for more structured approach
Clark said organisations should take a more deliberate approach to aligning wellbeing with both workforce and business needs.
“Everywhen urges every company to have a formal and regularly reviewed health and wellbeing strategy in place. This is the best way to ensure that the employees are supported in the most effective ways and that the company sees the benefits too”, she said.
As expectations continue to evolve and pressure on workforce health grows, experts say employers without a structured approach may find it increasingly difficult to support staff and maintain performance.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
