UK employers still not taking employee wellbeing seriously…

More than half of UK employees (61%) are not talking about wellbeing with their manager, according to the digital learning provider, GoodHabitz.

This is according to their survey of 24,235 employees across the UK, Europe, Latin America and Australia, including 1,585 responses from employees in the UK. Respondents were asked about the impact of mental health and wellbeing on their work.

Despite mental health and wellbeing moving up the corporate agenda, 53% of workers say their employer still does not invest in their overall wellbeing. More worryingly, 26% of those who do let their employer know they are struggling do not get the support they need to feel better, and 19% of UK respondents are uncomfortable with talking about mental health at all.

However, 77% of UK employees believe a positive connection with their manager and co-workers benefits their wellbeing at work. Martin Coles, Customer Success Coach at GoodHabitz, explained:

Over the past year, workers across the globe have struggled with stress and burnout. Among these individuals, approximately half chose to confront their difficulties in isolation without seeking support from their supervisors. This unspoken crisis emphasises the need to foster environments where open conversations around mental health are not only welcomed, but actively encouraged. However, this isn’t solely about talk; it’s about arming people with the skills and resources they require to have understanding and compassionate discussions.

Martin Coles, Customer Success Coach at GoodHabitz

Creating an environment that supports good mental health at work is a top priority for 60% of employees who say the right culture would help improve their happiness at work.

Employees say personal development opportunities would also help their wellbeing, with 60% of employees saying they would help improve their happiness at work. They say that being able to develop the following skills would have the most positive impact on wellbeing:

1 Stress management skills

2 Coaching, management and leadership skills

3 Productivity skills

4 Teamwork skills

5 Communication skills

6 Digital skills

7 Time management skills.

Sandrien Boogaard, HR Director, GoodHabitz summarised:

This new report shows us that nurturing personal development fosters a vibrant work culture and makes employees feel happier. Progressive companies must recognise the intrinsic link between the overall wellbeing of their employees and their work happiness. It is essential for managers to undergo training to effectively address and support this connection, fostering a positive and thriving work environment.

Sandrien Boogaard, HR Director, GoodHabitz

Joanne Swann, Content Manager, WorkWellPro
Editor at Workplace Wellbeing Professional | Website |  + posts

Joanne is the editor for Workplace Wellbeing Professional and has a keen interest in promoting the safety and wellbeing of the global workforce. After earning a bachelor's degree in English literature and media studies, she taught English in China and Vietnam for two years. Before joining Work Well Pro, Joanne worked as a marketing coordinator for luxury property, where her responsibilities included blog writing, photography, and video creation.

Share

Latest News

Latest Analysis

Related Articles

UK Adults Report Highest Robot Anxiety in Global Study

Adults in the UK are more anxious about robots than people in any other country surveyed in a new international study.

Dan Kentley: Supporting Neurodivergent Employees In the Workplace

It’s estimated that one in seven people in the UK are neurodivergent, meaning they may learn or process information differently to those who are neurotypical.

Autism Tribunal Claims Rise By 25% As Employers Face Growing Workplace Duties

Tribunal claims relating to autism rose by 25% in 2025, marking the sharpest increase in at least five years, according to new analysis.

Jenny Lucas: Why Neurodivergent Burnout Is a Workplace Wellbeing Issue – Not a Resilience Problem

Traditional burnout frameworks often focus on excessive workload or insufficient recovery time. In neurodivergent burnout, the picture can be more complex.