Employers are struggling to keep pace with the growing range of health and wellbeing needs among their staff, according to new research which shows demand for workplace support has become broader and more complex than ever.
A study by Towergate Employee Benefits, which provides insurance, risk and wellbeing consultancy services to businesses across the UK, found that every one of the 28 areas of health and wellbeing it identified was considered important by employers. Mental health ranked highest, but support for caring responsibilities, neurodiversity, men’s health and fertility were also among key priorities.
With such diverse needs, Towergate warned that many organisations will require expert help to design benefits that are both effective and affordable.
Debra Clark, head of wellbeing at Towergate Employee Benefits, said the findings showed how rapidly employer expectations were changing.
“Workplace health and wellbeing support is evolving at a rate of knots,” she said. “Demand is increasing massively but it is important to bear in mind that the actual support itself is increasing and developing to match this. Some employers may have a challenge in keeping up to speed with what is available and where to find it, but help is available.”
Tailoring Support to Workforce Demographics
The research shows a need, say experts, for employers to base wellbeing strategies on real workforce data rather than assumptions. Towergate advises that HR teams analyse employee surveys, absence records and claims data to identify which types of support are most relevant to their staff.
This approach can help target initiatives to gender, age and life-stage groups. Examples include programmes focused on men’s mental health, fertility and family planning, menopause, eldercare and financial wellbeing linked to retirement planning.
Understanding the workforce demographic, the report says, enables employers to offer support that resonates and avoids benefits that look good on paper but fail to meet actual needs.
Prioritising What Makes the Most Difference
While employee expectations are rising, budgets remain tight. The study warns that attempting to cover every possible wellbeing topic may stretch resources too thinly and result in low impact.
Towergate recommends focusing on benefits that reach the widest possible audience. Examples include access to fitness apps and trackers that promote healthy lifestyles, as well as virtual GP services and health screening, which employees of all ages value.
The company cautions that highly niche benefits, while helpful to a few, can be costly and less practical for smaller organisations. Measuring the impact of chosen benefits over time, it says, is a more effective way to ensure that spending aligns with both wellbeing and business goals.
Standalone and Embedded Support
The research also reveals a requirement to look beyond standalone benefits and recognise the support embedded in existing products. Traditional options such as private medical insurance remain important, but many organisations overlook the additional help that may already be built into cash plans, group income protection or life insurance.
Through group risk benefits, for example, employees often gain access to an employee assistance programme, as well as second medical opinions, nutritional advice, life coaching and bereavement support. These benefits can also provide tools for HR teams, such as absence management guidance and access to legal advice.
By auditing existing provision, employers can identify unused resources and ensure their benefits portfolio delivers both value and breadth.
Ensuring Benefits Work for Business and Staff
The report stresses that wellbeing benefits should not only support employees but also deliver measurable business advantages. High engagement, reduced absence and better retention all contribute to productivity and organisational stability.
Auditing existing benefits, improving communication and promoting take-up are among the most effective steps to maximise impact. Many employees remain unaware of the full range of support available to them, meaning even well-designed programmes can fail to achieve results if poorly communicated.
Clark said the challenge for employers was not simply to add more benefits but to select those that truly make a difference. “There is huge pressure to offer more and more benefits but it is more important to offer ones that really make a difference to staff. Employers would be wise to seek expert advice on the latest benefits offerings and what would work best for their individual company situation and aspirations.”
Expert Guidance Needed to Navigate Complex Needs
Towergate’s findings underline how wellbeing has become an integral part of business strategy. Employers are now expected to address physical health, mental wellbeing, financial literacy, family care and neurodiversity within a single framework.
While it represents progress in recognising employee needs, say observers, it also means HR teams must manage greater complexity than ever before. With the wellbeing market evolving quickly, many may struggle to assess which initiatives deliver genuine value.
The report concludes that expert guidance, regular benefit audits and clear communication are now essential to balance employee expectations with business priorities.
As Clark noted, understanding the workforce and focusing on meaningful, measurable support will help employers keep pace with change while building healthier, more resilient organisations.