2022全球福利態(tài)度調(diào)研報告+2022+Global+Benefits+Attitude+Survey

nprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallenges2022GlobalBenefitsAttitudesSurveyHighlightsofkeyfindings,UnitedSattractionandretentionchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionRetirementisthetopbenefitpriorityDay-to-dayfinancialchallengesOverviewUnderstandingAbouttheOverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementOverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementisthetopefitpriorityAbouttheDay-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallenges2TABLEOFCONTENTSAboutthesurvey3Overview4Keyfindingsandtrends9Understandingattractionandretentionchallenges9Retirementisthetopbenefitpriority11Theday-to-dayfinancialchallengesthatcanimpactlong-termpriorities15Employeementalhealthapersistentconcernamiddecliningsocialconnections18Assessingtheremoteworkexperience20Employeeperspectivesondiversity,equityandinclusion22Industry*05001,0001,5002,0001,5551,42497690788372770624362ITIndustry*05001,0001,5002,0001,5551,42497690788372770624362ITandtelecomHealthcareManufacturingWholesaleandretail GeneralservicesFinancialservicesOtherNonprofitandeducationEnergyandutilitiesAgriculture*Full-timeemployeesonly.Numberofemployees200to499500to9991,000to4,9995,000to9,99910,000ormore24%20%24%OverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementisthetopefitpriorityAbouttheDay-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallenges3RespondentprofileAbouttheRespondentprofileOur2022GlobalBenefitsAttitudesSurveyexplorestheperspectivesoffull-timeemployeesonremoteworkandflexibleworkarrangements,theroleofbenefitsintalentattractionandretention,benefitpreferences,retirementexpectationsandwellbeing.ThesurveywasconductedduringDecember2021andJanuary2022.Respondentsinclude9,658U.S.employeesfromlargeandmidsizeprivateemployers,representingabroadrangeofindustries.OverviewEmployeesseekfinancialsecurity,enhancedcorebenefitsandflexibleworkWinningandkeepingtalentinacompetitivemarketMorethanhalfofemployeesareopentoleavingOverviewEmployeesseekfinancialsecurity,enhancedcorebenefitsandflexibleworkWinningandkeepingtalentinacompetitivemarketMorethanhalfofemployeesareopentoleavingtheiremployerinthecurrenttightlabormarket.Inassessingtheiroptionstostayorleave,employeestellusthatpay,jobsecurity,corebenefitsandflexibleworkarrangementsarekey.Notably,theimportanceofhealthandretirementbenefitstoattractandretainworkershasrisentoitshighestlevelinadecade.Healthandretirementsecurityissoimportanttoemployeesthattherehasbeenareboundinthenumberwhoarewillingtotradelowercompensationformoregeneroushealthandretirementbenefitsfollowingadeclineduringthepandemic(Figure1).Payandjobsecurityaswellasenhancedhealthcareandretirementbenefitsaretopofmindforemployeesfollowingmorethantwoyearsofpandemic-fueleduncertaintyanddisruption.Thepandemichasalsoalteredexpectationsaroundremotework.Outofoursurveyrespondents—employeesworkingonsite,remotely,orinahybridmodelcombiningonsiteandremotework—amajority(58%)indicatethattheyprefertoworkremotelymostorpartofthetime.Today’semployeeswanttobeheard,withfourin10indicatingtheywantemployerstoprioritizeemployeelisteningasawaytoimprovebenefitsandtheemployeeexperience.Ourfindingsunderscoretheimportanceoflisteningbeforecommunicating.Aplethoraofnewtoolsandtechnologiesaremakingiteasiertocapturethevoiceoftheemployee.Bylisteningtoemployeesanddevelopingadeeperunderstandingoftheirexpectationsandpreferences,employershaveanopportunitytosupportemployeesinareconfiguredworkplaceandachievebetteroutcomes.Foralarger,moregenerousretirementbenefit*62%58%55% 27%66% 38%67%59%54% 46%42%36%Foramoregeneroushealthcareplan**201120132015201720192020202228%oregenerousbenefitsreboundedafteradipduringthepandemic80%70%60%50%40%30%20%*Sample:Employeeswithemployer-providedretirementplan.**Sample:Employeeswithemployer-providedhealthcareplan.Source:2019,2020and2022GlobalBenefitsAttitudesSurvey,UnitedStates.Theimportanceofhealthandretirementbenefitstoattractandretainworkershasrisentoitshighestlevelinadecade.nprioritychalinnsgesapersistentexperiencesolodvulriiy,equity4andretentionchallengesconcernandinclusionOverviewUnderstandingRetirementisthetopattractionandbenefitpriorityretentionchallengesAbouttheDay-to-dayfinancialchallengesEmployeementalhealthapersistentAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionrseoloredolorioconnamquiadtrendsaliquotovenducipisharisconcern55retentionchallengeschallengesconcernconcernexperienceinclusioandinclusionBenefitsareanimportantreasonwhyemployeesstaywithanorganizationundernormalcircumstances.Butduringaperiodofcrisis,suchasapandemic,benefitsandtrustinanemployer’sbenefitofferingscanplayaparticularlycriticalroleinhelpingemployersretaintalent.Beyondbenefits,psychologicalsafety—beingsafeandcomfortableatwork—iskeytoretainingemployees.Employeeswhofeltsafeandcomfortableatworkduringthepandemicaremorelikelytoindicatethattheyintendtostaywiththeiremployeroverthenexttwoyearsthanthosewhodidnotfeelsafe(84%versus42%).DeterioratingsocialconnectionsandrisingfinancialinsecurityOurfindingsrevealacontinuedincreaseinemployeessufferingfromlowsocialconnectionsaswellasstressandanxiety,withnearlyoneinfive(17%)fallingintothiscategory,upfrom11%in2019.Moreover,feweremployeesareexperiencinghighlevelsofsocialandfinancialwellbeing.FigureFigure2.AssessingemployeewellbeingFinancialwellbeingPercentagesecure55%49%46%45%%42%34% 28% 2019202020212022Sample:Full-timeemployees.Source:2019,2020and2022GlobalBenefitsAttitudesSurvey,UnitedStates.PhysicalwellbeingEmotionalwellbeing20192020202120222019202020212022wellbeingPercentageconnectedPercentagebalancedPercentagethriving2019202020212022Social57%%46%54%lessthan$50,000ayear.Only33%oflow-incomeemployeesreporttheyarelessthan$50,000ayear.Only33%oflow-incomeemployeesreporttheyarefinanciallysecure,afigurethathasnotchangedoverthepastthreeyears.Employeesinthelow-incomegrouparealsomorelikelytoleavetheiremployerforlessthana5%payincrease.GiventhatoursurveyclosedinJanuary2022,ourfindingsreflectthestateoffinancialwellbeingbeforeemployeesfacedtheSocialwellbeingsawthesteepestdeclineamongallwellbeingdimensions.bruntofhighinflationandthethreatofsustainedeconomicheadwinds.Supportinghigh-riskemployeesSocialwellbeingsawthesteepestdeclineamongallwellbeingdimensions,withonlyaboutaquarterofemployees(28%)feelingsociallyconnectedtodayversus41%in2019.Low-andmiddle-incomeemployeessufferedthesharpestdrop.Fewerthanafifthofemployees(17%)earninglessthan$50,000androughlyaquarter(27%)ofthoseearning$50,000to$99,999reporthavinghighsocialwellbeing,downfrom39%and40%,respectively,in2019(Figure2).Lackofsocialconnectionscancontributetostressandanxiety,keyconcernsevenbeforetheCOVID-19crisis;therefore,employeeswhoarelesssociallyconnectedmightstrugglewithlowemotionalwellbeing.Infact,fewerthanhalfofemployees(45%)feelemotionallybalanced.Giventhissituation,ninein10employersaremakingitaprioritytoenhanceemployeementalhealthbenefitsoverthenexttwoyears,accordingtothe2022EmergingTrendsinHealthcareSurvey.Additionally,manyemployeessawtheirfinancialwellbeingdeteriorateduringthepastseveralyears,withonlytwoinfiveemployees(42%)indicatingtheycurrentlyfeelfinanciallysecure,downfrom49%in2019.LackoffinancialsecurityisapersistentproblemforemployeesearningThedifferentwellbeingdimensions—physical,emotional,financialandsocial—areinterconnected,andaroundoneineightemployeesstruggleinallareasofwellbeing.Femaleemployees,thosebornafter1995,thosechallengedtomeetbasicneeds,BlackorAfricanAmericanemployees,andneurodivergentemployeesaremorelikelytofallintothishigh-riskgroup.Theseemployeesarelikelytostrugglethemostwiththeirwellbeingandcouldbenefitfromtheiremployers’helpinmultipleareas(seesidebar).Itiscrucialforemployerstobettersupportemployeesinthishigh-riskgroup,asfourin10experiencedadeteriorationintheirwellbeinginthepastyear.Atthesametime,itiscriticaltoembedwellbeingintotheculturebyexhibitingdignityandfairnessandbyprovidingmanagersandleaderswiththetoolsandresourcesneededtosupportemployees.orioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallenges6Comparedwithemployeesexperiencinghighwellbeinginallormostdimensions—physical,emotional,financialandsocial—thosewhoscorepoorlyacrossalldimensionsare:10XmorelikelytobedissatisfiedwiththeirsociallifeXlikelytohavefinancial7X3Xmorelikelytobedisengagedand2XmorelikelytofeelburnedoutfromworkInaddition,theseemployeesaremorelikelytohavelowerlevelsofengagementandhigherlevelsofretentionriskandpresenteeism,whichsomehavelikenedtothe“quietquitting”phenomenon.ohavesufferedstress,anxietyandpressionoverthepasttwoyearsOverviewKeyfindinUnderstanattractionretentiondingRetirandbenOverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementisthetopefitpriorityAboutthenprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionEmployeementalhealthapersistentconcernDay-to-dayfinancialchallengesAssessingtheremoteworkexperienceEnhancetheperceivedvalueofyourbenefitsEmployeesaregenerallypositiveabouttheirbenefitpackage;65%indicatethattheirbenefitsmeettheirneeds,butthissentimentvariesbyemployeegroup.Inassessingtheirbenefits,workersconsiderchoice,flexibility,costandvalue,andwhethertheirbenefitsprovideasenseofsecurity.Thedesireforchoiceinbenefitsisnotnew;however,newanddifferentchoicesareimportanttoconsiderduetoarangeoffactors,includingthechangingneedsofadiverseworkforcethatismorevocalaboutitsexpectations,improvedemployerunderstandingofissuescontributingtoinequitableoutcomes,differentworkarrangements,theinflationaryenvironmentandshiftingeconomicconditions.Deliveringchoiceisnotaone-offeffort.Rather,itinvolvesanongoinglisteningefforttounderstandemployees’evolvingneedsandpreferences,andthedevelopmentofrelevantandsustainableofferingsthatareaccessible,affordabletoemployeesandcost-effectivetotheorganization.Choiceimprovesemployeeperceptionofbenefitprogramsandbuildstrustintheemployer’sofferings.Butsomeemployersmayunderestimatetheroleofchoiceinthebenefitexperience.Whenitcomestoimprovingbenefits,increasedchoiceandflexibility—thetoppriorityforemployees—isprioritynumberfiveforemployers(Figure3).Figure3.EmployeeswantemployerstoprioritizeflexibilityandchoicetoimprovebenefitsWhichofthefollowingareprioritiestoimproveyourbenefits(employee)/thebenefitsyouoffer(employer)?Pleaseselectthetopthree.1169%Wellbeingsupport144%Increasedflexibilityandchoice 241%Wellbeingsupport258%Improvedcommunication 340%Listeningstrategy349%Enhancedtools439%Benefitsforlowwage446%I&Dinbenefitprovision528528%Enhancedtools533%IncreasedflexibilityandchoiceListeningstrategy27%Listeningstrategy27%66Benefitsforlowwage724%7Benefitsforlowwage724%76%inbenefitprovisionInadditiontoprovidingchoice,employeeswantemployerstohelpthemmakeinformedbenefitselections.Confidenceinbenefitselectionsisstronglylinkedtoeffective,personalizedcommunication,educationandaccesstosupportfromemployers(Figure4).Amongemployeeswhoreportthatmessagesreceivedfromtheiremployerareveryrelevanttotheirpersonalcircumstances,overhalf(51%)saytheyareveryconfidentintheirbenefitselections.Amongemployeeswhoindicatethattheiremployerprovideseffectivedecisionsupportforchoosingbenefits,halfsaytheyareveryconfidentintheirbenefitselections.Confidenceinbenefitselectionsisstronglylinkedtoeffective,personalizedcommunication,educationandaccesstosupportfromemployers.Sample:Full-timeemployeesonly.Source:2022GlobalBenefitsAttitudesSurvey,UnitedStates;2021BenefitsTrendsSurvey,UnitedStates.orioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallengesnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusion7Day-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceUnderstandingRetirementisthetopattractionandbenefitpriorityretentionchallengesEmployeeperspectivesondiversity,equityandinclusionAbouttheOverview7Relevantcommunication60%Messagesreceivedfrommyemployerareveryrelevanttopersonalcircumstances.OvervRelevantcommunication60%Messagesreceivedfrommyemployerareveryrelevanttopersonalcircumstances.OverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementisthetopefitpriorityAbouttheDay-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallenges8Figure4.CommunicationanddecisionsupporthelpemployeesmakeFigure4.Communicationanddecisionsupporthelpemployeesmakeinformedbenefitdecisionsthetopareaswheretheyarelookingformoreemployersupportisin“gettingthemostfrommybenefits,”whichofteninvolvesnotonlyanawarenessofthebenefitsofferedbutalsobenefitnavigationbasedonthediversityofneeds.Theseemployeesvaluespeakingtoabenefitspecialist,accessingonlinetoolstounderstanddifferentplansandtheeffectonpay,andusingcomparisontoolstoassessplanoptionsandfeatures.Byprioritizingchoiceanddecisionsupport,employerscanbetterdeliverapersonalizedexperiencethatmeetsemployeeswheretheyareandenhancesemployees’appreciationandperceivedvalueoftheirbenefits.DecisionDecisionsupport67%Employerprovideseffectivesupportwhenchoosingbenefits.Twoinfiveemployeesindicatethattheywouldleavetheiremployerfora5%Twoinfiveemployeesindicatethattheywouldleavetheiremployerfora5%payincrease.retentionchallengesAdditionally,employeesbornafter1995,thosewhohavebeenAdditionally,employeesbornafter1995,thosewhohavebeenwiththeircurrentemployerlessthanfiveyearsandthosewhosaytheirbenefitpackagedoesn’tmeettheirneedsaremorelikelytobelookingforacareerchangeornewemployer.Furthermore,malesandemployeesbornfrom1981to1995,thosewithfiveto10yearsofservice,andthoseearning$100,000ormorearemorelikelytosaytheyplantoremainwiththeiremployerbutareopentooffers.ofemployees(53%)indicatethattheyareeitheractivelylookingfornewopportunitiesoratriskofleavingtheiremployer.Someemployeesplantoleavebecausetheyarelookingforanewemployer(15%)oracareerchange(13%),whileothersplantoremainwiththeiremployerbutfeelstuckandwouldleavefortherightoffer(25%).IdentifyingemployeesatriskofleavingMorethanhalfofemployees(56%)Morethanhalfofemployees(56%)citepayasatopreasontheywouldmovetoanewjob(Figure5).Twoinfive(41%)indicatethattheywouldleavefora5%payincrease,whileoneinfive(19%)wouldtakeanewjobforthesamepay.Moreover,employeesaremostlikelytosaythatpayisaleadingfactorpromptingthemtostaywiththeiremployer.seniorstaff.Morethanhalfofseniormanagers(55%)andthreein10managers(30%)areopentooffers,whichcontrastswiththequarterofemployeesoverallopentoleavingtheirjobfortherightopportunity.555%ofseniormanagersareopentooffers.nprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionattractionandretentionchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionRetirementisthetopbenefitpriorityDay-to-dayfinancialchallengesOverviewUnderstandingAbouttheorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretention9challenges9RetentionMycompany’sretirement/healthcareprogramisanimportantreasonIwillstaywithmyRetentionMycompany’sretirement/healthcareprogramisanimportantreasonIwillstaywithmycurrentemployer60%48%48%45%43%60%50%40%30%20%47%41%40%20092010201120132015201720192022Healthbenefits,jobsecurityandflexibleworkarealsotopofmindformanyemployeeswhenweighingjoboptionstostayorleave.preasonsforleaving0%20%40%60%80%Payandbonus56%Healthbenefits39%Jobsecurity33%FlexibleworkarrangementsRetirementbenefits29%nsforstaying0%20%40%60%80%Payandbonus39%Jobsecurity38%Healthbenefits34%Flexibleworkarrangements29%Workthatgivesmeasenseofpurpose#3#5#4#2Corebenefits,specificallyhealthcareandretirementplans,havebecomecriticalemployeeattractionandretentionleversoverthepast10years.Roughlyhalfofemployeesindicatethattheirhealthcare(48%)andretirement(47%)Figure6.HealthandretirementbenefitsaremoreimportantthaneverforattractingandretainingtalentAAttractionMycompany’sretirement/healthcareprogramwasanimportantreasonIdecidedtoworkformycurrentemployerRetirementplan*RetirementRetirementplan*60%50%40%30%20%10% 25%33% 29% 29%35%47%36%25%20092010201120132015201720192022Healthcareplan**HealthcareHealthcareplan**60%50%40%30%20%60%60%50%40%30%20%60%54%52%54%48%50%42%44%43%40%40%32%32%29%50%40%30%20%20092010201120132015201720192022200920092010201120132015201720192022Sample:Full-timeemployeesonly.*Employeeswithemployer-providedretirementplan.**Employeeswithemployer-providedhealthcareplan.Note:Percentagesindicate“agree”or“stronglyagree.”Source:VariousyearsofGlobalBenefitsAttitudesSurvey,UnitedStates.planswerekeytowhytheydecidedtoworkfortheircurrentemployerversus32%and25%,respectively,in2010(Figure6).Sixin10saythesebenefitsareanimportantreasonwhytheywillremainwiththeircurrentorganization,whilein201050%citedhealthbenefitsand41%retirementbenefitsaskeyfactorsintheirdecisiontostaywiththeirorganization.660%ofemployeessayhealthcareandretirementbenefitsareanimportantreasonforstayingwiththeircurrentemployer.orioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallengesnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionDay-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceUnderstandingRetirementisthetopattractionandbenefitpriorityretentionchallengesEmployeeperspectivesondiversity,equityandinclusionAbouttheOverviewMeetyouremployeeswheretheyare!ImplementemployeelisteningstrategiestoidentifythecohortsorcharacteristicsofemployeeswhomayMeetyouremployeeswheretheyare!Implementemployeelisteningstrategiestoidentifythecohortsorcharacteristicsofemployeeswhomaybeatriskofleavingyourorganizationaswellasthosewhomaybestrugglinginoneormultipleareasofwellbeing.UseapproachessuchasWTW’sTotalRewardsOptimizationtounderstandwhichrewardcomponentsaremostvaluedbythesegroupsandmostcosteffective.Thendevelopstrategiestoretainat-risktalentusingeducation,benefits,pay,careerandflexibleworkaswellascommunicationstailoredtospecificemployeecohorts.?Measurethemarketcompetitivenessofyourtotalrewardsandbenefitpackage,especiallyretirementandhealthcareplans.Applyawellbeinganddiversity,equityandinclusion(DEI)lenstotheassessment.?Reviewjobdesignandidentifythecombinationofremote,hybridandonsiteworkthatbothmanagersandemployeesregardaseffective.Assesstheresourcesavailabletoemployeesandmanagersforvarioustypesofworkstyles,includingguidanceonperformancemanagement.OverviewKeyfindinUnderstanattractionretentiondingRetirandbenchallengesementisthetopefitpriorityAbouttheDay-to-dayfinancialchallengesEmployeementalhealthapersistentconcernAssessingtheremoteworkexperienceEmployeeperspectivesondiversity,equityandinclusionnprioritychalinnsgesapersistentexperiencesolodvulriiy,equityconcernandinclusionorioconnamquiadtrendsaliquotaottacilstvenducipisharisandretentionchallengesbenefitpriorityEmployeesvaluethelong-termfinancialsecuritythatcomeswithretirementbenefits,andtheylooktotheiremployerstohelpthemattainthatsecurity.Morethanfourin10(44%)sayretirementisamongthetopthreebenefitprioritiestheywouldliketheiremployertofocuson,makingretirementemployees’mostcommonlycitedbenefitpriority(Figure7).FigureFigure7.Employees’benefitprioritiesWhichofthefollowingwouldyoumostwantyouremployertosupportyouwithorfocuson?Rankedbytopthree.0%10%20%30%40%44%39%33%RetirementFlexibleworkHealth#2#350%Acrossmostworkercohorts,employeesaremostlikelytorankretirementamongthetop