A recent survey reveals that a growing number of UK employers are measuring the impact of health and well-being initiatives, reflecting a shift towards valuing employee support.
- In 2024, 76% of employers assessed the impact of their health and well-being programmes, a substantial increase from 51% in 2023.
- Almost all employers who measure these programmes perceive benefits beyond individual health, noting significant business advantages.
- Employers report improvements in return on investment, productivity, and employee loyalty as key benefits of well-being support.
- However, financial constraints and organisational buy-in remain challenges for implementing these programmes effectively.
A recent survey conducted by GRiD, an industry body for the group risk sector, indicates that UK companies are increasingly recognising the value of measuring the impact of health and well-being support for staff. In 2024, 76% of employers reported they actively measure the outcomes of their well-being initiatives, a marked rise from the 51% who did so the previous year. This trend underscores a growing awareness of the importance of supporting employees in ways that benefit both individuals and businesses.
According to the research, nearly all employers who have implemented measurement strategies believe that such support has a positive impact on their business operations. Specifically, 43% of these employers observed a positive return on investment and financial impact from well-being initiatives, while an additional 43% noted increased productivity levels. Furthermore, 42% of respondents suggest that these initiatives foster staff loyalty and engagement.
The data also highlight that 42% of employers see health and well-being support as integral to fulfilling their company ethos and achieving business objectives. Additionally, 41% view these programmes as pivotal in distinguishing their brand from competitors, enhancing recruitment and retention efforts. Moreover, 39% have found that a holistic approach to well-being can effectively manage staff absence, reducing both the frequency and duration of absences, facilitating a quicker return to work for employees.
Despite these evident benefits, implementing robust health and well-being programmes is not without challenges. Approximately 38% of HR professionals report financial constraints, as they often compete with other business priorities for budget allocation. Nearly a third (31%) also encounter difficulties in gaining organisational buy-in for these initiatives. Hence, the importance of building a comprehensive business case supported by both quantitative and qualitative data cannot be overstated.
Katharine Moxham of GRiD commented on the findings, stating that businesses not measuring the impact of their well-being support may fall behind their competitors. She emphasised the significance of such programmes not only for individual health improvements but also as commercial differentiators. The research clearly points to the essential role that well-being initiatives play in providing a competitive edge and underscores the necessity of evaluation for continued improvement.
The increasing trend of measuring the impact of well-being programmes highlights the strategic value these initiatives bring to businesses.
