Fewer than one in four UK employers tailor their wellbeing and benefits packages to match the specific needs of their workforce, new research from has revealed.
In a survey of 500 HR decision-makers by UK employee benefits adviser Towergate Employee Benefits, just 24% said they offer targeted support based on employee demographics such as age, lifestyle or health risk.
That leaves a large majority of organisations taking a uniform approach — one that, experts warn, may be wasting resources and missing opportunities to improve health, retention and performance.
The ROI Case for Targeted Support
“The health and wellbeing benefits available for the workplace are as diverse as the needs of each workforce,” said Debra Clark, head of wellbeing at Towergate Employee Benefits. “For employers to achieve the most from their spend, the more targeted the support, the better.”
While offering the same benefits to all may appear equitable — 35% of employers apply them across seniority, and 36% across gender — the data suggests this one-size-fits-all strategy may be underperforming. Tailored support not only better meets employee needs, but also increases engagement, utilisation and ultimately return on investment.
Employees are more likely to take advantage of benefits that feel personally relevant, and the organisation stands to gain when support contributes meaningfully to individual wellbeing and productivity.
What Targeted Benefits Look Like in Practice
Employers who do take a tailored approach typically factor in life stage, health status and risk exposure. That might mean offering:
- Fertility and parental leave policies for younger workers
- Eldercare advice and retirement planning for older staff
- Preventative health checks such as blood pressure and BMI assessments
- Condition-specific support for risks such as diabetes or cardiovascular disease
- Gender-sensitive provision, including resources for menopause, prostate health or gender-specific mental health challenges
Why Managers Should Reassess Their Offer
For those responsible for workplace wellbeing, it’s important to bear in mind, say experts, that equity doesn’t always mean identical support. Personalised benefits that reflect employee demographics can create inclusion, loyalty and a sense of being valued — particularly in multigenerational, gender-diverse and hybrid teams.
Managers should be aware that:
- Wellbeing expectations are rising among talent, especially Gen Z and millennial workers
- Market benchmarks are evolving, and untargeted packages may lag behind competitors
- Workforce needs are not static as they change with time, stressors, health trends and life events
“Benefits that are targeted by demographic and by requirement will make the most significant difference to the wellbeing of the employees and of the company,” said Clark.
Three Things Employers Can Do Now
To avoid wasting wellbeing budgets and unlock better outcomes, employers are encouraged to:
Audit the Workforce
Gather demographic and lifestyle data (with appropriate consent) to understand the composition and needs of your people. Consider tools like health risk assessments or anonymised surveys.
Benchmark and Tailor
Work with advisers to compare your benefits offering to peers in your industry and region. Adapt your packages to include support that aligns with staff needs at different life stages and risk levels.
Review Regularly
Don’t “set and forget”. Wellbeing plans must evolve. Use annual reviews or post-benefit feedback to assess usage, satisfaction and gaps.
Wellbeing as Workforce Strategy
Personalising employee benefits is a strategic move that aligns wellbeing with engagement, retention and performance. As the battle for talent continues and sickness absence remains high, smarter use of benefits budgets could prove a defining factor in organisational resilience.
Employers that lead the way on demographic-based wellbeing support will not only improve staff outcomes but will create a healthier, more responsive and ultimately more productive workplace.