2017全球福利现状调查报告（英文版）_30页_3mb

2017 Global Benefits Attitudes Survey Summary

Core Content

The 2017 Global Benefits Attitudes Survey (GBAS) highlights the evolving expectations of employees regarding benefit programs. As economic and workplace dynamics change, employees are increasingly vocal about their needs, emphasizing security, flexibility, and choice. Employers are responding by rethinking their benefit strategies to align with these demands, while also addressing the health and financial well-being of their workforce.

Main Findings

1. Benefits Matter More Than Ever

• Employees, especially younger workers, are seeking more benefit choices and greater flexibility.
• Employees with choice and flexibility are twice as likely to feel their benefit programs meet their needs.
• Financial well-being and health and well-being are emerging as key areas of focus for employers.

2. Employees Face Financial and Health Pressures

• Financial insecurity is widespread, with over 60% of employees relying on employer retirement plans as their primary retirement savings method.
• Financial satisfaction has declined in most countries, with U.S. satisfaction dropping by 13 percentage points from 2015 to 2017.
• Financial worries are linked to poor health, higher stress, and reduced work engagement.
• 40% of employees are dealing with both health challenges and financial worries, impacting their performance at work.

3. Retirement Confidence is Under Threat

• Nearly two-thirds of employees believe they will be worse off in old age compared to their parents.
• Over one-fifth of employees expect to work until age 70 or later, indicating changing retirement expectations.
• In Japan, over half of workers expect to retire at 70 or later, with retirement ages likely to increase further.

4. Employee Preferences and Expectations

• Employees value core benefits (retirement and health care) but want more flexibility and diverse options.
• Health and well-being programs are gaining importance, but employee engagement remains low.
• Technology is playing a key role in enabling more personalized and flexible benefit delivery.

5. Employer Response

• Employers are introducing more choices and flexibility in benefit packages, particularly in developed markets.
• Online tools and digital platforms are being used to improve the employee experience with benefits.
• Employers are also expanding well-being programs to support physical, emotional, financial, and social well-being.

Key Trends

1. Shift to Defined Contribution (DC) Arrangements

• The move from defined benefit (DB) to DC has increased employee responsibility for retirement savings.
• DC models are also influencing health care provision, but insufficient savings and low interest rates are raising concerns about retirement readiness.

2. Rising Health Care Costs

• Health care costs have outpaced general inflation, leading employers to shift more financial risk to employees.
• This has prompted greater emphasis on health and well-being programs, although employee satisfaction with these remains low.

3. Multi-Generational Workforce

• Older employees are delaying retirement due to financial constraints.
• Millennials are more concerned about student debt and housing costs, leading to diverging benefit preferences.

4. Technological Innovation

• Digital tools and online platforms are transforming how employees access and engage with benefits.
• These tools are helping to reduce costs, enhance integration, and increase choice in benefit packages.

5. Financial Well-Being

• Employers are increasingly focusing on financial insecurity and short-term financial challenges.
• Financial well-being initiatives include budgeting, debt management, and emergency funds.
• Employees are willing to pay more for benefits that provide greater security and more choice.

6. Health and Well-Being

• Physical inactivity and obesity are major health concerns, prompting employers to promote healthier lifestyles.
• Mental health and stress are also on the rise, with 30% of employees reporting severe stress, anxiety, or depression in the past two years.
• Well-being programs are being expanded, but employee engagement remains low, highlighting the need for more effective design.

Key Insights

• Employee engagement in well-being programs is strongly linked to the use of technology and workplace integration.
• Financial struggles are intimately connected to health and productivity issues.
• Employers must balance the need for choice and flexibility with the protection of core benefits.
• Holistic approaches to employee well-being are essential to address the complex and interconnected challenges faced by modern workers.

Respondents Overview

• Total respondents: 31,240
• Developed countries: 19,374 (e.g., U.S., U.K., Japan, Australia)
• Developing countries: 11,866 (e.g., India, China, Brazil, Mexico)

Conclusion

The 2017 GBAS underscores the importance of employee well-being and the need for more flexible and personalized benefit programs. Employers must redefine their benefit strategies to reflect employee priorities and address the broader implications of financial and health insecurity. The business case for investing in employee well-being is clear: it leads to greater engagement, reduced absenteeism, and improved productivity.