2017全球福利态度调查（英文版）_28页_3mb

2017 Global Benefits Attitudes Survey Summary

Core Content

The 2017 Global Benefits Attitudes Survey (GBAS) by Willis Towers Watson explores how economic and workplace changes are reshaping employee benefit expectations. The survey highlights a growing demand for security, flexibility, and choice in benefit programs, driven by evolving financial and health concerns among employees.

Key Findings

• Benefits matter more than ever, especially as employees seek greater financial and health security.
• Employees, particularly younger ones, desire more benefit choices. Those with flexibility and choice are twice as likely to feel their benefits meet their needs.
• Financial well-being has become a major concern, with over $60% of employees citing their employer’s retirement plan as their primary savings method.
• Health and well-being are increasingly important, with many employees suffering from stress, anxiety, and depression.
• Financial insecurity is widespread, with financial resilience declining in many countries. In the U.S., financial satisfaction dropped by 13 percentage points from 2015 to 2017.
• Retirement confidence has eroded, with nearly two-thirds of employees believing they will be worse off in old age than their parents.
• Employees are willing to pay more for better benefits, indicating a strong desire for security and generosity in retirement and health plans.
• Health and financial issues are closely linked to lower engagement, higher stress, and more absences, emphasizing the need for holistic well-being strategies.

Survey Overview

• Conducted biennially since 2013, the survey is globally consistent and includes responses from over 31,240 employees in 22 markets.
• The survey focuses on four key areas:
  • Benefit preferences
  • Retirement expectations
  • Financial well-being
  • Health and well-being

Respondents by Region

• Developed countries: 19,374 respondents
  • U.S.: 4,982
  • U.K.: 2,824
  • Japan: 1,498
  • Germany: 2,023
  • France: 981
  • Canada: 1,349
  • Australia: 1,008
  • Netherlands: 986
  • Ireland: 758
  • Hong Kong: 985
  • U.A.E.: 992
• Developing countries: 11,866 respondents
  • China: 1,996
  • India: 1,988
  • Mexico: 994
  • Brazil: 990
  • Chile: 993
  • South Africa: 998
  • The Philippines: 999
  • Turkey: 952

Changing Benefit Landscape

• Shift to defined contribution (DC) plans has increased the financial burden on employees.
• Rising health care costs have led to higher employee cost-sharing, such as copayments and deductibles.
• Public retirement reforms have forced employees to take more responsibility for their retirement savings.
• Technological innovation is enabling more flexible and integrated benefit platforms, improving employee engagement.
• Multi-generational workforce demands diverse and adaptable benefit strategies to address different financial and health priorities.

Business Case for Employee Well-being

• Poor health is associated with higher absence, presenteeism, and stress.
• Employees with financial worries show lower engagement and higher stress levels.
• Over 40% of employees face both health and financial challenges, significantly affecting their work performance.
• The survey identifies four employee types based on financial concerns and retirement confidence:
  • Unworried: 41% of employees
  • Future worries: 29%
  • Current worries: 10%
  • Struggling: 20%

Employee Perspective on Benefits

• Core benefits (health and retirement) are well appreciated, but choice and flexibility are increasingly desired.
• Non-traditional benefits, such as financial protection, life insurance, and paid leave, are also gaining interest.
• Employee engagement in well-being programs remains low, with only one-third of employees feeling they have helped them live healthier lives.
• Technology is playing a crucial role in enhancing benefit delivery, allowing employees to customize their benefit choices and manage their plans more effectively.

Rethinking the Benefit Deal

• Employers are expanding benefit portfolios to offer more choice and flexibility.
• Well-being programs are being introduced to support physical, emotional, financial, and social well-being.
• Online tools are helping employees make informed decisions about their benefits.
• Employers are balancing flexibility with cost-effectiveness and employee engagement.

Conclusion

The 2017 GBAS underscores the critical need for employers to rethink their benefit strategies in response to changing employee expectations and economic pressures. A holistic approach to employee well-being, incorporating financial security, health, and flexibility, is essential for improving engagement and productivity. As technology continues to evolve, it offers new opportunities to enhance the employee experience and deliver more effective benefit solutions.