Forty-three percent of UK companies do not have a formal health and wellbeing strategy in place, according to new research. The findings suggest that many organisations may be limiting the effectiveness of their employee support by taking an informal or inconsistent approach to wellbeing provision.
The research, from employee benefits experts at Everywhen, shows that 43% of UK companies operate without a structured strategy. In 18% of cases, offering benefits alone is considered the strategy, while 13% provide support on an ad hoc basis depending on demand.
Despite this, just over half of UK companies, 51%, do have a documented health and wellbeing strategy that is regularly reviewed and updated. This indicates that while structured approaches are becoming more common, a significant proportion of employers still rely on less formal arrangements.
“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,” said Debra Clark, head of wellbeing at Everywhen.
Why Employee Needs and Business Objectives Must Align
The research suggests that a lack of structure can affect how effectively wellbeing support reaches employees. In organisations where provision is reactive, currently 13%, support is often accessed only by those who actively request it. This can exclude employees who may need help but are less likely to speak up or disclose personal challenges.
Clark noted that anonymous feedback mechanisms, such as workforce surveys, can provide a clearer understanding of employee needs. This approach can help employers identify patterns across the organisation rather than relying on individual requests for support.
Alongside employee insight, the research highlights the importance of understanding business requirements. A formal wellbeing strategy is not only about employee support but also about aligning that support with organisational goals such as reducing absence, improving retention and supporting recruitment.
Clark said, “In practice, a formal health and wellbeing strategy will also mean having a good understanding of the needs of the business itself and how health and wellbeing support can align. It is a mistake to forget that an important aspect of health and wellbeing is actually to support the business, through supporting the employees.”
Improving Value and Access To Support
The research suggests that structured strategies can also improve how organisations assess value for money. When wellbeing benefits are embedded within a formal framework, it becomes easier to evaluate their impact and demonstrate return on investment. This can support internal approval processes and increase the likelihood of continued funding.
Clark said that formal strategies help employers ensure that investment in wellbeing is both targeted and effective. She added that regular review is important to keep pace with changing workforce needs and market developments.
She added, “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.”