In today’s job market, businesses are confronted with an uncomfortable truth; while employers believe they’re prioritising employee wellbeing, many staff feel overlooked and underserved. Mike Hay, Chief People Officer at Benenden Health, provides SMETodays readers with some insight into this issue.
Across most sectors, health and wellbeing provision is a core enabler of employee engagement. It’s fact that health and wellbeing provision needs to be employee-led, and HR teams’ job is to take that direction and turn it into an accessible, multi-generational offering. It can’t be the other way around.
Our new report, Preventative Health in the Workplace, highlights a stark disconnect between employer perception and employee experience and the consequences for retention, engagement, and productivity are profound.
While 77% of employers believe they’ve consulted staff about health benefits, just 18% of employees recall being 
asked for their input. Similarly, 73% of employers say supporting healthy habits is a high priority, yet only 24% of employees agree. The result is clear: six in 10 employees rate their employer’s health benefits as only ‘poor’ or ‘average’.
Preventative health, supporting employees to take proactive steps to protect and enhance their wellbeing before problems arise is often treated as a ‘nice-to-have’ perk rather than a core component of a healthcare offering. Yet our research found a striking mismatch between employee demand and what is actually provided. While 84% of employees would value condition-specific screenings, 74% want better guidance to spot early signs of poor mental health, and 73% would appreciate access to health coaches. The most common benefit currently offered, however, remains a discounted gym membership, and 44% of employees report having no preventative health benefits at all.
Why it matters for retention and engagement
The consequences of this gap are significant. When employees feel unheard or that their health needs are not addressed, it directly impacts satisfaction, engagement, and loyalty. Research consistently shows that dissatisfaction with wellbeing benefits contributes to disengagement and turnover, costing businesses both time and money in recruitment, training, and lost productivity. Conversely, organisations that invest in meaningful preventative health support report substantial gains, as 94% of employers who already offer these benefits report increased employee satisfaction.
Generational differences further complicate the picture. Younger employees (18–34) are generally more active, engaging in more vigorous exercise than older colleagues, but they also face greater barriers to healthy living. Nearly six in 10 younger employees cite lack of time as a barrier, compared with just 34% of employees aged 55 and over. Stress and anxiety also disproportionately affect younger workers, while older employees tend to maintain healthier dietary habits. These findings highlight that a one-size-fits-all approach to preventative health is insufficient.
To truly bridge the generational gap in preventative health, employers should offer a menu of options that reflect the diverse needs and preferences of their workforce. For example, condition specific health screenings can be tailored to different age groups, such as cholesterol and blood pressure checks for older employees and mental health or stress screenings for younger staff. Flexible wellbeing initiatives like allowing employees to choose from gym memberships, nutrition workshops, mindfulness apps, or virtual GP services, ensure that each generation can select benefits that suit their lifestyle. Mental health support should be accessible to all, with managers and staff trained in mental health first aid and guidance on spotting early signs of poor wellbeing, especially for younger workers who report higher stress levels. Intergenerational wellbeing activities, such as team volunteering days or healthy cooking classes, can foster connection and shared learning across age groups.
Mental health support, while increasingly common, remains inconsistently delivered. While it is the most frequently offered health-related employee benefit, fewer than 1 in 5 employers provide guidance to help staff identify early signs of poor mental health in colleagues. Yet employees consistently identify stress and anxiety as barriers to maintaining healthy habits. This demonstrates a critical gap as simply offering benefits is not enough. Employees need guidance, clarity, and support to make the most of preventative health initiatives.
Overcoming barriers
Cost and competing priorities are commonly cited barriers for employers considering preventative health measures. Over half of organisations not offering benefits say financial concerns hold them back, while a third prioritise other business pressures. Some employers also doubt the impact of these initiatives, with 21% believing that providing preventative support will have minimal benefit. Yet evidence from businesses that have introduced these measures paints a different picture. Organisations that embed preventative health into the workplace culture not only see improved satisfaction but also experience lower absenteeism, enhanced productivity, and reduced long-term healthcare costs. In other words, the returns on investment are measurable and meaningful.
For SMEs, the challenge can be even greater. With smaller HR teams, tighter budgets, and less access to large-scale corporate wellbeing programmes, many SME leaders feel preventative health support is out of reach. Yet these businesses often rely most heavily on the discretionary effort and loyalty of their people. When even short-term absences or turnover has an outsized operational impact, investing in health and wellbeing isn’t a luxury – it’s a resilience strategy.
Importantly, preventative health doesn’t have to mean expensive interventions. Low-cost, high impact actions – such as mental health first aid training, regular wellbeing check-ins, partnerships with local fitness or nutrition providers, or access to virtual GP and screening services through affordable plans can deliver results. When staff see visible, ongoing support, it builds trust and engagement far more effectively than one-off perks. What’s more, preventative health delivers returns that compound over time reduced sick leave, fewer stress-related absences and stronger morale, which is important for smaller business where every spend counts.
The perception gap between employers and employees is particularly striking. While 86% of employers believe staff are engaged with preventative health benefits, fewer than 1 in 5 employees recall being consulted or involved in shaping them. Similarly, 83% of employers say helping staff return to work after illness or injury is a high priority, yet only 43% of employees agree that this is actually prioritised. Such misalignments can undermine trust and engagement, highlighting the importance of clear communication and employee involvement.
Addressing these gaps requires a proactive and structured approach. Organisations should start by consulting employees directly to understand their needs, preferences, and barriers. Simple steps such as surveys, focus groups, and open discussions can provide invaluable insights. From there, employers can design initiatives that are relevant, accessible, and impactful, ranging from condition-specific screenings and health coaching to mental health support and wellbeing resource hubs.
Making preventative health part of workplace culture
Crucially, these initiatives must be supported by workplace culture and leadership. Encouraging staff to prioritise health, offering flexibility to engage with benefits, and embedding wellbeing into everyday work life are all essential. When employees perceive that their employer genuinely values their health, engagement rises, absenteeism falls, and loyalty strengthens.
Preventative health is no longer optional, as it’s a strategic element of workforce management. Preventative health doesn’t just belong to large corporates it’s a scalable accessible strategy that can underpin business success at any size. By bridging the perception gap, tailoring benefits to diverse needs, and embedding health initiatives within workplace culture, employers can improve satisfaction, productivity, and retention. Employers that embrace this challenge today will not only bridge the perception gap but also build stronger, healthier, and more loyal teams an outcome that benefits everyone.
Mike Hay is Chief People Officer at Benenden Health, a not-for-profit healthcare provider offering affordable access to private healthcare for over 870,000 members across the UK.