打造繁榮工作場所：雇主如何通過勞動力健康投資提高生產(chǎn)力并改變生活Thriving+Workplaces：How+Employers+can+Improve+Productivity+and+Change+Lives

Incollaborationwith

McKinseyHealthInstitute

ThrivingWorkplaces:

HowEmployerscan

ImproveProductivity

andChangeLives

INSIGHTREPORT

JANUARY2025

Images:GettyImages

Contents

Foreword3

Executivesummary4

Introduction5

Briefing1Thecaseforinvestinginemployeehealth6

Briefing2Currentstatusofhealthyworkforces13

Briefing3ACreatingahealthierworkforce:measuringtheimpact23

ofinvestinginahealthyworkforce

Briefing3BCreatingahealthierworkforce:developinganaction31

planwithnewmindsetsandstructuralinterventions

Conclusion36

Contributors37

Endnotes38

Disclaimer

Thisdocumentispublishedbythe

WorldEconomicForumasacontributiontoaproject,insightareaorinteraction.

Thefindings,interpretationsand

conclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedand

endorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarily

representtheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,

Partnersorotherstakeholders.Case

studiesweresharedbythird-partysourcesthatareresponsiblefortheaccuracy

ofthedata

?2025WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformation

storageandretrievalsystem.

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives2

January2025

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives

Foreword

ShyamBishen

Head,CentreforHealthandHealthcare;MemberoftheExecutiveCommittee,

WorldEconomicForum

Workforcehealthandwell-beingarepivotalto

economicvitalityandsocietalprosperity.Asburn-outratesrise,chronicdiseasesbecomemore

commonandpeopleworklonger,thereisan

urgentneedfororganizations,policy-makersandstakeholderstoprioritizeemployeehealth.

Theeconomicimperativeisclear:investingin

employeewell-beingcansubstantiallyimprove

returns,enhanceproductivity,reducehealthcare

costsandfosteraresilientandengagedworkforce.AnalysisbytheMcKinseyHealthInstitutefinds

suchinvestmentcouldyieldupto$11.7trillion

inglobaleconomicvalue.Suchtransformation,

however,cannotbemadebyorganizationsworkinginisolation;itrequirescollaborativeeffortacrossthepublicandprivatesectors.

Thisreporthighlightsthebenefitstriggeredby

investinginemployeehealth.Itrevealsthecurrentstateofworkforcehealthandwell-being,suggests

LucyPérez

SeniorPartner,McKinsey&Company;AffiliatedLeader,McKinseyHealthInstitute

apracticalapproachforcreatinghealthierwork

environmentsandidentifiescasesinwhich

organizationshavemadeameasurableimpact.

Italsoadvocatesforastrategic,data-driven

approachtoemployeehealththatcanmeasure

impactandguideinterventions.Byembedding

healthintoorganizationalcultureandaligningit

withbroaderbusinessgoals,leaderscanensurethatgoodhealthbenefitsemployees,theirfamilies,communitiesandtheeconomy.

Thepathforwardisclear:lookingafterthe

healthofemployeespositivelyimpactsthe

performanceoforganizations,thefutureofworkandthedevelopmentofeconomiesandsocieties.

Everyonehasaroletoplayincreatingand

demandingahealthierworkplace,butradicalhealthtransformationatanindividualororganizationallevelcannothappenovernight.AsbasketballcoachJohnWoodenoncesaid,“Donotletwhatyoucannotdointerferewithwhatyoucando.”

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives3

Executivesummary

Investinginholisticemployeehealthcancreatealmost$12trillioninglobaleconomicvalue.

Astheworldgrappleswithrapidtechnologicaladvancements,demographicshiftsand

evolvingworkparadigms,itisvitaltoinvestinemployeehealth.

Whyprioritizeworkforcehealth?Investingin

employeehealthcansubstantiallyincrease

economicreturns.Researchindicatesthat

enhancedemployeehealthandwell-beingcouldgenerateupto$11.7trillioninglobaleconomic

value.Organizationsthatprioritizehealthoften

seemarkedimprovementsinproductivity,

reducedabsenteeism,lowerhealthcarecostsandheightenedemployeeengagementandretention.

Theyarebetterplacedtoadapttoincreased

regulatorypressuresonworkplacehealthand

safetystandardsandwithstandgreaterfocusfrominvestorsandthepubliconhoworganizationsaremeetingenvironmental,socialandgovernance

criteria.Moreover,ahealthierworkforceisamoreresilientandadaptiveworkforce,morecapableofnavigatingtheuncertaintiesandchallengesofarapidlychangingworld.

Whatisthecurrentstateofworkforcehealth?

Workcanandshouldenhancehealth,yetitisnotdoingsoforasizeableproportionofemployees.InaMcKinseyHealthInstitutesurveyofmore

than30,000employeesworldwide,only57%

reportedgoodholistichealth(anintegratedviewofanindividual’smental,physical,spiritualand

socialfunctioning),1withimportantdifferences

inholistichealthandburn-outsymptomsfoundacrossdifferentindustriesanddemographics.Forexample,employeeswhoarewomen,LGBTQI+,youngerorneurodivergent,orwhoreportlowereducationlevelsorpoorfinancialstatus,tendedtoreportpooreremployeehealthoutcomesthan

theircounterpartsinthesurvey.Thisunderscorestheneedfortailoredinterventionstoaddressandpreventhealthchallengesandtackletheworkplacefactorsthatcontributetothem.

Howcanorganizationsaddressworkforcehealth?Althoughthereisnoone-size-fits-allapproach,given

thateachorganizationisdifferentandemployees

havevaryingneeds,therearesix“evergreen”,

evidence-basedprinciplesforemployersseeking

tomakeapositiveimpact:understandthebaselinehealthstatusofemployeesandthevalueat

stake,developinitiativesforasustainablehealthy

workforce,pilotinterventionstotestandlearn,trackthreetofivemetricstomeasuresuccess,ensure

leadershipcommitmentandsponsorship,and

embedemployeehealthintoorganizationalculture.

Theseactionsseemsimplebutareoftenhard

toputintopractice.Manyorganizationsdonot

currentlyseeorcannotmeasurethebenefitsoftheircurrentinvestmentsinemployeehealth.Theyalsodon’tallocateresourcesinthemosteffectiveway–often,theissueisnothowmuchisbeinginvestedbutthetypeofinvestmentbeingmade.Rather

thansolelyaddressingthepoorhealthofindividualemployees,developingahealthyworkforce

meanstakingaportfolioapproach–addressingillhealthandpromotinggoodhealth;supportingindividuals;andcreatinghealthierteams,jobsandorganizationalenvironments.

Bymakingworkaplacethatimproveshealth,

organizationscanbuildastrong,productiveand

engagedworkforceandreleasegreaterindividualandorganizationalpotential.Thechoicetodemandahealthyworkplaceisoneeveryemployeeand

investorcanmake.

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives4

Introduction

Thereisanurgentneedtoimproveemployee

health.Stakeholderswhotakeimmediateactionwillreapsubstantialbenefits.

Healthis“morethantheabsenceofdiseaseor

infirmity”,astheWorldHealthOrganization(WHO)putsit.Modernconceptsofhealthincludemental,physical,spiritualandsocialfunction.2Today,morethan3.5billionworkingadultseachspendroughly90,000hours(orabout45years)3oftheirlivesatwork.4Thisunderscorestheworkplace’spotentialtoprofoundlyinfluencehealth–notjustforthe

benefitofemployeesbutalsofortheirfamiliesandthecommunitiesinwhichtheylive.

Severaltrendsareimpossibletoignore:more

peopleworkingthanever,anageingpopulationlivingandworkinglongerandescalatinglevelsofburn-out.5Thecurrentstateoftheworkforce,coupledwiththesetrends,demandsarethinkofemployeehealthtoavoidapotentialcrisisforhealthandbusiness.Ahealthyworkforceisnot

justamatterofcorporateandsocietal

responsibility;itisastrategicnecessityandasubstantialbusinessopportunity.

Therealitythatleadersfaceisstark:failingto

prioritizeemployeehealthriskscreatingasicker,

unhappierandlessproductiveworkforce,burdenedwithhigherhealthcarecostsanddiminished

productivity.Thegoodnewsisthat,conversely,thepathtoahealthierworkforcecanyieldsubstantialreturnsforexecutives,investors,policy-makers

andotherstakeholders,includingmorerobust

organizations,vibrantcommunitiesand,ultimately,ahealthiersociety.

Guidancefordevelopingahealthyworkforce

Thisreportisacalltoactionforleaderstorecognizethatthehealthandwell-beingoftheiremployees

iscriticaltothefuturesuccessandsustainabilityoftheirorganizations.Whilesmallactionstakentodaycanbuildtowardssubstantialimpacttomorrow,

manystakeholdersareuncertainhowtomaketherequiredchangesinthemosteffectiveway.

Thisreportisstructuredtoguidestakeholders

onthisjourney,withtheaimofhelpingthem

feelempoweredandenabledtoact.Thefirst

chapteroutlinesthecaseforinvestinginahealthyworkforce,andtheseconddelvesintothecurrentstateofemployeehealthandwell-beingglobally,lookingathowhealthvariesbyindustryandby

demographicgroup.Thefinalchaptersfocusonmeasurementandfirststepsandareparticularlygearedtowardsexecutives,providingleaderswiththetoolsandstrategiesnecessarytoimplementeffectivehealthinitiatives.

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives5

Briefing1

Thecaseforinvestinginemployeehealth

Investinginahealthyworkforcedelivers

measurableperformancegainsandbenefitsfororganizationsandcommunities.

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives6

Theworkplaceneedstofosterremotework.8Italsoacceleratedandexacerbated

holisticemployeehealthhlt-ilcl-ia,tiglselntal

health,withreportsofburn-outrisingtoalmostone

Companiesofallsizesareenteringaperiodinwhichinfour.9Manyemployersstartedtoactivelysupport

itisessentialtomanagehumancapitalwiththeandpromotebrainhealth–notonlytoaddress

samelevelofdisciplineasfinancialcapitalaspartofburn-outbutalsobecauseanalyticalthinking,akey

theirtotalbusinessstrategy.Globally,morethan3.5markerofpositivebrainhealth,isoneofthemost

billionpeoplewilleachspendapproximately90,000sought-afterskillsbyemployers.10

hours,orabout45years,oftheirlivesatwork,6

representingamajoropportunityforemployerstoTheevolutioninlifespan,age-relateddiseases,what

nurturethegoodhealthofasubstantialproportionweworkonandhowweworkwillrequirepeople

oftheworld’spopulation.Improvedhealthbenefitstobeinbetterphysicalandmentalhealthforlonger

individuals,theirfamiliesandbroadersociety,aswellandbemoreresilientandadaptabletochange.

astheorganizationsforwhichtheywork.TheMcKinseyHealthInstituteestimatesthat

investinginholisticemployeehealthcouldgenerate

Thisbriefingdescribeswhyinvestinginworkforcebetween$3.7trillionand$11.7trillioninglobal

healthcanboostorganizationalperformance,economicvalue.11Thisequatestoapproximately

enhanceemployeeoutcomesandoffera$1,100to$3,500perperson,or17%to55%of

substantialreturnoninvestment.averageannualpay.Thisestimateincludesthe

impactofreducedattrition,12absenteeism13andpresenteeism,14aswellasimprovedemployee

Thereisaclearinvestmentcaseproductivity,15attractionandretention.Thedirect

forimprovingemployeehealthucica,leitttel-nsl

andwell-beinginsuranceoptionsvarybycountry.

Theworldischanging–peoplearelivingandThebiggestpotentialbenefitscomefromenhancing

workinglonger,andtheirrolesareevolvingdueproductivityandreducingpresenteeism,estimated

toshiftsindemography,advancesintechnology,tobeworth$2trillionto$9trillion.Thisisbetween

globalization,andgeopoliticalandclimaterisks.54%and77%ofthetotalopportunityidentified

Forexample,non-communicablediseases(NCDs),(Figure1).Manyorganizationssubstantially

suchascardiometabolicdiseases,cancers,underestimatethesepotentialbenefits.For

substanceuse,andmentalandneurologicalexample,companiesmaystruggletoquantifythe

conditionsaccountfor69%oftoday’sglobalcostsofpresenteeism,inwhichemployeesarenot

diseaseburden.Inthenext15years,mostoftheworkingattheirfullpotential,andinsteadfocus

diseasecategoriespredictedtorisewillbeNCDs,theirinvestmentcasesonreducingdirectcosts,

withage-relateddiseasessuchaskidneydiseasessuchasattritionandabsenteeism,whicharemore

increasingthemost.7Furthermore,theCOVID-19easilymeasurable.Yetattritionandabsenteeismare

pandemiccreatedashiftinworkingtrends,estimatedtoaccountforonlybetweenone-eighth

launchingmanyorganizationsintotheworldofandone-quarterofthetotalopportunity.

FIGURE1:Estimatedtotalopportunityvaluecreatedbyinitiativesthatimprovespecificaspectsof

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives7

LowrangeHighrange

Attrition

~$300

>

~$900

Absenteeism

~$600

~$600

Presenteeismandproductivity

~$2,100

>

~$9,300

>

Retention

~$400●

>

~$600

Attraction

~$300

~$300

Note:Allfiguresin$billions

Source:McKinseyHealthInstituteanalysis

Totaldirect

costsofpoor

employee

well-being

Totalbenefitscreatedthroughgoodwell-being

employeehealthandwell-being

Alleconomiesbenefitfromimprovingthehealthof

workforces,butthedistributionofvaluevaries

Thecaseforinvestinginemployeehealthand

well-beingappliesbeyondhigh-incomecountries.InvestmentinemployeehealthcouldboostglobalGDPbybetween4%and12%,withhigh-and

middle-incomecountrieseachcontributingroughlyhalfofthattotal(2%to5%)(Figure2).16

However,averagesalariesarelowerinmiddle-

incomecountries,soanalysissuggeststhatthesecountrieshaveuptofourtimesasmanyemployeeswhowouldbenefit–anestimated2.5billion

employeescomparedto636millionemployeesinhigh-incomecountries.17

Thedataonlow-incomecountrieswas

insufficienttoreliablyestimatethevalueatstakeorthetotalnumberofemployees

potentiallyaffected,butthereislittledoubtthatemployeesintheseeconomieswouldalsobenefitfromworkplaceinvestment

inhealth.

Withinlow-andmiddle-incomecountries

(LMICs),non-communicablediseases(such

ascancer,cardiovasculardiseaseanddiabetes)

meaningfullyinfluenceemployeehealth,

well-beingandproductivity.Prematuredeathsduetonon-communicablediseasesaccountfor80%ofdeathsinLMICs.18Withlimited

financialsecurityprovidedbythestateandgreaterpressureonworkerstomaintainastableincomeandaffordhealthcare,

workplacesinLMICshaveasignificant

opportunitytosupportgoodemployeehealth.

FIGURE2

Totaleconomicvalueopportunityofinvestinginhealthyworkforcesinhigh-,middle-andlow-incomecountries

High-incomeeconomies

Middle-incomeeconomies

Low-incomeeconomies2

All

economies

Lowrange

0.6

1.2

Insuf?cientdata

Low-incomeeconomies2

Notes:1.Costsassociatedwithimplementinghealthandwell-beinginterventionsnotincludedincalculation,2.Lowcon?denceincurrentestimatesforlow-incomeeconomiesbecauseofinsuf?cientandunreliabledata

Source:McKinseyHealthInstituteanalysis

2-5%

4-12%

2-6%

Initiatives’estimated

shareofglobalGDP,%1

Middle-incomeseconomies

High-incomeeconomies

All

economies

TotalGDP,$trillion

Highrange

0.2

100.6

11.7

38.2

61.2

3.7

5.4

5.7

1.8

1.7

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives8

Severalfactorsdirectly

contributetotheinvestmentcaseforemployeehealthandwell-beingwithinanindividualorganization

Benefitsforanorganizationcanvarywidely

dependingonthenumber,sectorandlocationof

theiremployees(Figure3).Consequently,when

organizationsevaluatetheirinvestmentcases,theyneedtocalculateallthepotentialbenefits,includingcoststhatcanbeavoided.

Majorfactorswhichorganizationsneedto

consideraspartoftheirinvestmentcaseincludethefollowing:

1Directhealthcarecosts:Healthier

workforcescorrelatetolowerhealthcarecostsandreducedabsenteeism

Althoughnotincludedinthecalculationofthe

economicvalueatstakeglobally,healthcareclaimsoftenaccountforthemajorityofanorganization’s

totalemployeehealthandwell-beingcostsin

countriessuchastheUnitedStateswhereemployeehealthclaimsaresubsidizedbyemployers.Inthe

UnitedStates,employersfaceanestimated$226

billionannuallyinabsenteeismcosts(approximately$1,695peremployee),largelydrivenbychronic

healthconditionsthatcouldbemitigatedthrough

preventivecareandhealthprogrammes.19Conditionssuchashypertension,heartdiseaseanddepressioncausesubstantialon-the-jobproductivitylosses,

exceeding$300perUSemployeeannually.20

Cardiovasculardiseaseleadstothelossof$156billioninproductivityannually.21USemployeeswithuntreatedinsomniacostemployersapproximately$2,280moreperyearthanthosewithoutinsomniabecauseoffactorssuchasabsenteeism,

presenteeism,diminishedperformanceandhigherratesofaccidentsandinjuries.22

Asurveyofmorethan1,600employerbenefits

decision-makersintheUS(includingC-level

executivesandhumanresources/benefitsleaders)revealedthatemployersarepreparingformedicalinflation,withmorethantwo-thirdsbudgetingforhealthcarecoststogrowatthreetimestherate

ofinflation.23

Globally,totalhealthcarecostsareexpectedto

continuegrowingbecauseofcostpressuressuchasthoserelatedtoanageingpopulation.24Incountrieswithuniversalhealthcare,organizationscurrently

avoidmostofthedirectcostsofpoorhealth,butthis

FIGURE3

Estimatedeconomicopportunityofinvestinginhealthyworkforcesforthreeexampleorganizationsindifferinggeographies

Fictivecompany

HQ:High-incomecountry,regional

HQ:Middle-incomecountry,

HQ:High-incomecountry,global

characteristics

activity

Industry:Automotive

Numberofemployees:20,000Averageannualpay:$40,000

regionalactivity

Industry:Manufacturing

Numberofemployees:110,000Averageannualpay:$6,000

activity

Industry:Digital

Numberofemployees:1,500Averageannualpay:$80,000

Totaleconomicopportunity1Availablefrominvestingin

employeehealthand

~$138-442million1~$114-365million1~$21-66million1

well-being

TotalnumberofemployeesExperiencingthebene?tsof

investmentinemployeehealthandwell-being

20,000110,0001,500

Incrementaleconomicvalueperemployee,$

$44,000

$22,000

$7,000

$3,000

$14,000

$1,000

LoweropportunityvalueperemployeeAdditionalhigheropportunityvalueperemployee

Notes:1.EstimationbasedonMHIGlobalBusinesscasecalculationwithstandardvalues,comprisingreducedtotaldirectcostsofpooremployeewell-being

(attrition,absenteeism,presenteeism)andincreasedtotalbene?tscreatedthroughgoodwell-being(productivity,retention,attraction).Directhealthcarecostsareexcludedastheseareonlyrelevanttoemploymentinselectcountries(e.g.USA),andcostsvarywidelycountrytocountry.Numbersdonotmatchtheearlier

mentioned17%to55%rangeastheseareroundednumbers,whereasmodelusedforcalculationusesexactnumbers

Source:McKinseyHealthInstituteanalysis

FictivecompanyCompanyACompanyBCompanyC

ThrivingWorkplaces:HowEmployerscanImproveProductivityandChangeLives9

oManypeoplewithmentalillnesscancontinueworkingwithoutrelapsewith

appropriatesupportfortheirresilience.Theycanlivetheirlives,supportfamily,dispersestigmaamongcolleagues,andcontributetocorporationandsociety.Societyneedsto

realizethatpeoplewithmentalillnessareanassetandnotacost.TsuyoshiAkiyama,President,WorldFederationofMentalHealth

couldchangewithincreasingpressureonhealthcarebudgetsandthetighteningoffiscalwallets.For

thesecountries,thegoalwilllikelybetomaintain

qualityandaccessibilityacrosshealthsystemswhilecontrollingcosts.Consequently,companiesmay

beaskedtopayfortheiremployees’healthcare,

especiallyiftheworkplaceisfoundtobeacauseofillhealth.Forexample,JapanintroducedtheStressCheckProgrammein2015totackleanincreasing

numberofwork-relatedmentalhealthdisorders.Theprogrammerequiresworkplaceswithmorethan50employeestoofferanannualstresssurveyandto

facilitateconsultationswithaphysicianforthosewithhighstresslevels.25

Morerecently,theChileangovernmentintroducedamandatoryevaluationofworkplaceenvironments

andmentalhealthin2024topromotethe

accountabilityofemployersfortheiremployees’

health.TheChileanSafetyAssociationhastakenaleadershiproleinthispolicychangebydevelopingpreventivemedicine,launchingaffordablementalhealthforcommunitiesandconveninglocal

organizationsandleaderstocollaborateonmentalhealth(includingthedevelopmentofanannual

MentalHealthThermometer).

Supportingemployeehealthdoesnotneedto

restonemployersaloneandcanbeajointpublicandprivateeffort.Thereisnoneedforemployerstoreinventthewheel:theycanbenefitfromthe

expertise,infrastructureandgoalsofpublichealthstakeholdersthroughpartnerships,especiallyasthesestakeholdersmayofferreferralpathways.

Forexample,employersmayconsiderpartneringwithaprivate,non-profitorpublichealthcare

providertoofferon-siteemployeehealthclinicswithafocusonpreventivecare.Thiscould

includecardiovascular,diabetes,cervical

cancerormentalhealthscreeningsthatgive

employeeseasieraccesstocarewithouttakingpaidtimeoff.Employerscanalsoconsider

one-offevents,suchasadayofoptionalfluorCOVID-19shots,eyeexamsorspecialisttrainingtopreventbackinjuries.

2Productivityandpresenteeism:Thereisgrowingevidenceofapotentialcausallinkbetweenemployeewell-beingandincreasedproductivityandreducedpresenteeism

Whiletheglobalinvestmentcaseforimproved

productivityandreducedpresenteeismoffersclearvalue,calculatingthegainorROIforaspecific

programmewithinanindividualorganizationcanbemorecomplex.Theliteraturedemonstrates,

however,acorrelationbetweenemployeewell-

beinginterventionsandproductivityimprovements

ofbetween10%and21%.26Researchbythe

UniversityofWarwickfoundthathappieremployeesaremoreproductive,27whilearecentUniversityofOxfordstudyfoundthathappieremployeesinacallcentrewere13%moreproductive.28Morehigh-

qualityresearchonthecausallinksisneeded,buttheseearlyinsightsarepromising.

3Talentmanagement:Afocusonhealthcanimproveemployeeattractionandretention

Investinginemployeehealthandwell-beingcan

boostemployeeretention.ResearchfromMercershowsthatcompanieswhichfostera“cultureofhealth”experienceemployeeturnoverrates11

percentagepointslowerthanthosethatdonot.29

Moreover,investinginemployeehealthand

well-beingisincreasinglyimportantforattracting

talent.ResearchfromSa?dBusinessSchoolfinds

thatformanyemployees,factorscontributingto

theirwell-being–suchasmentalandphysical

health,work-lifebalanceandjobsatisfaction–

areascrucialastraditionalincentivessuchas

salary.30Thisisespeciallyimportantforyounger

generations31intheworkforce,bornbetween

1996and2010(alsoreferredtoasGenZ).32A

McKinseyHealthInstitutesurveyofmorethan

42,000respondentsfoundthatatleastathird

considerphysical,mental,socialandspiritualhealthresourceswhenchoosinganemployer,withGen

Zrespondentsandthosewithlowermentalhealthscoresgivingparticularconsiderationtomental

healthbenefits.33

Employersmayalsowishtoconsiderhowto

promotethehealthofolderemployees.Increasesinlifeexpectancyandadvancesinhealthcare

willextendworkinglives:by2050,about30%

oftheglobalworkforcewillbeover50years

old.34Governmentsmayraisetheretirement

ageorrethinkpensionstructuresinresponse.

Consequently,bothpublicandprivatesector

organizationsshouldexpectanincreasingly

multigenerationalworkforceandtailortheirhealthandwell-beingprogrammesaccordingly.

Employers’actionsareevermorevisibleto

stakeholders.PlatformssuchasGlassdoor,Indeed,FishbowlandRedditofferemployeeinsightsinto

howorganizationstreatemployeesandsupport