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2020 Trends in Employer Well-being Offerings

Developed in partnership with

RESULTS FROM THE 11TH EMPLOYER-SPONSORED HEALTH & WELL-BEING SURVEY

June 2020

11th Annual EMPLOYER-SPONSORED HEALTH & WELL-BEING SURVEY The Employer Investment in Employee Well-being

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Brenna ShebelRobert Kennedy

Health & Welfare Practice Leader

Fidelity Workplace Consulting

Vice President

Business Group on Health

Uday Nandipati

Consultant

Fidelity Workplace Consulting


Overview

5

152 employers responded to this year’s survey, representing a large range of industries.

The survey focused on areas such as:

• Defining well-being

• Types of well-being programs offered

• Incentives for well-being

• Staffing and budgets for well-being programs

• Well-being communications strategy

• Global well-being strategy for multinationals

• Future of health improvement investment

13%

13%

11%

10%

9%

9%

7%

7%

6%

5%

13%

Respondents by Industry

Technology/Telecommunications

Manufacturing

Grocery/Consumer ProductsManufacturingEnergy and Chemicals

Banking/Financial Services

Health Care

Insurance

Retail/Hospitality/Food Services

Transportation and Shipping

Pharmaceuticals/Biotechnology

Other


Respondent Details

6

Respondents by Employer Size

38%

22%

40%

<5,000

5,000-

19,999

# of

Employees

20,000+

Respondents by Geographic Presence

Global

Operations

63%

Defining Well-being


Key Takeaways: Defining Well-being

Role of Well-being in the Overall Business

Strategy

• 85% of employers consider employee well-being to have a meaningful role in their business strategy, up from 78% in 2019.

Top Objectives for Well-being Programs

• Employers’ top objectives for well-being programs include reducing health care costs, increasing employee engagement and improving productivity.

• More than 40% of employers say their top objective is something other than managing health care costs.

Dimensions of Well-being

• Employers are addressing social connectedness as part of their well-being strategy more than they did last year.

• Employers continue to focus on increasing access to mental health services; prevalence of teletherapy benefit increased by 50% from 2019 to 2020.


Role of Employee Well-being in Overall Business Strategy, 2020

9

19%

66%

15%

Our well-being strategy is a fundamental part of our businessstrategy.

Our well-being strategy is a piece of our overall business strategy.

Our well-being strategy plays little to no role in our overall businessstrategy

Q: Which of the following best describes the role employee well-being strategy plays in your company’s overall business strategy?

N=150

85% of respondents say well-being plays a role in their business.


Top Objectives for Well-being Programs, 2020

10

86%

73%

57%

40%

20%

19%

12%

82%

59%

59%

34%

23%

31%

16%

Managing health care cost

Improve engagement

Increase productivity and reduce absence

Assist with recruitment and retention

Improve company reputation/brand

Improve overall business performance

Reinforce safety messages/programs

2020

2019

N=152

Note: Ranked by survey respondents first, second and third most important objectives among the seven objectives.

Q: What are the primary objectives for your well-being program?

More than 4 in 10 employers are driven by objectives other than cost.


Employers’ Dimensions Included in Well-being, 2020

11

99%

95%

93%

78%

72%

64%

43%

27%

1%

5%

7%

12%

14%

21%

22%

20%

Physical health

Emotional or mental health

Financial wellness

Work/life balance

Community involvement

Social connectedness (employees connected to other employees)

Job satisfaction

Purpose in life or “spiritual contentment”

2020 Considering for the FutureN=151

Q: Please indicate which of the following dimensions you will include in your overall well-being strategy for 2020:

A holistic definition of well-being is now the norm.

Program Overview


Key Takeaways: Program Overview

Employers are focused on increasing access to care – virtual and on-site.

Condition-Specific Solutions

In 2020, there was an uptick in programs focused on specific conditions, including:

• Infertility support (45% in 2019 to 53% in 2020)

• Weight management/diabetes prevention programs (79% in 2019 to 87% in 2020)

• Maternity management programs

(67% in 2019 to 73% in 2020)

On-Site Programs and Resources

Employers brought more resources and programs directly to workplaces in 2020, including:

• On-site EAP programs (24% in 2019 to 35% in 2020)

• On-site counseling programs (17% in 2019 to 25% in 2020)

• On-site chronic condition management

(18% in 2019 to 25% in 2020)

Emotional/Mental Health Expanding

Continuing a trend from 2019, employers continue to expand their emotional/mental health offerings, including:

• Teletherapy (49% in 2019 to 69% in 2020)

• Mindfulness, resiliency and happiness programs (50% in 2019 to 68% in 2020)

• Sleep improvement programs (25% in 2019 to 33% in 2020)


Employers’ Physical Health Programs, 2020-2021

14

95%

87%

86%

83%

76%

74%

73%

72%

68%

53%

50%

45%

3%

9%

5%

9%4%

6%

13%

9%

11%

21%

35%

9%

Telemedicine

Weight management/diabetes prevention programs

Nicotine cessation programs

Digital/telephonic chronic condition management

Health risk assessment

Biometric screening

Maternity management

Digital/telephonic lifestyle coaching

Subsidies or discounts for off-site gym memberships

Infertility support (with or without an employer-subsidy)

Musculoskeletal programs

Subsidies or discounts for fitness wearables (e.g., Fitbit®)

2020 Considering for 2021N=151

Q: Which of the programs will your company be offering in 2020?

Large increases in musculoskeletal programs for 2021.


Employers’ On-Site Support for Physical Health, 2020-2021

15

72%

69%

67%

64%

54%

46%

42%

41%

33%

29%

25%

6%3%

9%

17%

15%

12%

23%

8%

13%

19%

15%

Treadmill desks or sit-to-stand ergonomic support

On-site gym

On-site fitness classes

Wellness champions

Nutritional labeling or promotions in the cafeteria

Stretch breaks

Policies regarding healthy food options

On-site clinic

On-site lifestyle coaching

Discounts or price differentials on healthy food options

On-site chronic condition management


Promotion of healthy foods and implementation of wellness champions slated for largest growth in 2021.



Employer Programs to Support Employees’ Emotional/Mental Health, 2020-2021

16

95%

69%

59%

59%

50%

49%

35%

33%

27%

25%

24%

23%

1%

8%

20%

7%

21%

20%

14%

29%

16%

15%

21%

25%

Telephonic EAP

Teletherapy

Mindfulness programs

On-site yoga/meditation classes

Other stress management programs

Resiliency programs

On-site EAP

Sleep improvement programs

Pediatric-focused behavioral health support

On-site counseling/therapy

Happiness programs

Digital CBT (Cognitive behavioral therapy) programs


Digital emotional/mental health programs continue to grow in 2020 and 2021.



Employer Programs to Support Employees’ Financial Wellness, 2020-2021

17

81%

77%

73%

71%

68%

40%

20%

5%

10%

16%

14%

19%

18%

36%

39%

15%

Financial seminars or lunch-n-learns

Tools and resources to support emergency savings, debtmanagement, budgeting

One-on-one financial planning with advisor/coach

Financial health programs or challenges (e.g., financialassessment; budget planning exercises)

Resources to support key financial decisions like mortgages,wills and income protection

Student loan counseling

Student loan repayment assistance

Programs to enable access to earned wages (pre-pay dayfunds)


Financial wellness remains a priority to employers, with many considering expansion in 2021.



Employer Programs to Support Community Involvement, 2020-2021

18

87%

80%

73%

68%

51%

1%

6%

4%

13%

7%

Collection drives

Team-building volunteer programs

Charitable match giving programs

Time off to volunteer

Skills-based volunteering/mentoring programs

2020 Considering for 2021

N=148

A large percentage of employers offer, or are considering offering, PTO for employees to volunteer.



Employer Benefits to Support Work/Life Balance, 2020-2021

94%

79%

77%

46%

36%

35%

3%

7%

13%

26%

22%

17%

Paid maternity leave (partial or fully paid salary through short-term disability)

Adoption assistance (e.g., reimbursement for incurred costs,adoption leave)

Paid parental leave (separate from maternity leave throughSTD)

Caregiver support (e.g., caregiving navigation, paid caregiverleave, elder care support)

Parental journey support (e.g., parent support groups,tools/apps to assist new parents)

Childcare support (e.g., on-site/near-site childcare, back-upcare)

2020 Considering for 2021

N=150

Work/Life Balance programs primarily target parental support.


Incentives


Key Takeaways: Incentives

While still prevalent, use of financial incentives declined for the second straight year.

Use and Amount of Financial Incentives

• In 2020, fewer employers will offer financial incentives for well-being programs, continuing a downward trend from 2019.

• The median incentive amount an employee can earn remains steady at $600 a year in 2020.

Distribution of Financial Incentives

• Incentive dollars are allocated between multiple dimensions of well-being; however, the majority ofincentives (55%) are tied to health assessments and/or biometric screenings participation.

Earned Incentives

• 4 in 10 employees earn the full incentive, while another 3 in 10 earn a partial amount.


Employers’ Use of Financial Incentives/ Disincentives for Well-being Programs, 2016-2020

22

72% 74%86% 82% 78%

2016 2017 2018 2019 2020

Financial Incentive Prevalence

N=147

Q: For 2020, will employees be eligible for any of those incentives and/or disincentives, and what is the maximum dollar value of all incentives/disincentives (combined

across all incentive-based programs and including any value of premium reductions) that can be earned in 2020??

Employee incentive prevalence continued to decline from 2018, but the maximum amount stayed flat.

$651$742 $784 $762 $757

$600 $600 $600 $625 $600

2016 2017 2018 2019 2020

Maximum Financial Incentive Amount

Average Median

N=93


Change in Incentive Values from 2019-2020

23

N=104

Q: Will the maximum dollar value of incentives/disincentives increase, decrease, or stay the same in 2020 relative to 2019?

Of those keeping incentives, most will not change the amount offered.

N=75

Incentive Values in 2020 - Employees Incentive Values in 2020 – Spouses/Partners

13%

78%

9%

Increase

for 2020

Stay the same

as 2019

Decrease

for 2020

16%

76%

8%

Increase

for 2020

Stay the same

as 2019

Decrease

for 2020


Employers’ Non-Financial Incentives for Well-being Programs, 2020

24

45%

40%

31%

25%

9%

11%

Raffles

Employee or group recognition

Charitable giving

Health-related technology (e.g., fitnesswearables)

PTO

Other non-financial incentives

Prevalence of Non-Financial Incentives

N=140

Note: Other responses included: accumulation of points, branded wellness merchandise, and lunches.

Q: Do you offer any of the following other types of incentives, either in lieu of or in conjunction with, financial incentives?

Q: Has use of other types of incentives improved well-being program participation and/or engagement?

Use of non-financial incentives decreased by 14% from 2019.

66%

61%

51%

61%

75%

73%

Raffles


Charitable giving

Health-related technology (e.g., fitnesswearables)

PTO


Effectiveness of Non-Financial Incentives

62% of employers offer at least one non-financial incentive 68% of those find at least one to be effective


Distribution of Financial Incentives by Well-being Dimension, 2020

25

Q: Please indicate approximately what percentage of your total financial incentives are dedicated to the following categories.

N=80

84% of financial incentive amount is tied to physical well-being.


80%

76%

56%

47%

41%

40%

33%

21%

19%

18%

12%


Biometric screening

Physical activity challenges (e.g., walking programs)



Lifestyle coaching (on-site or digital/telephonic)

Condition management (on-site or digital/telephonic)


Telemedicine


Infertility support (with or without an employer-subsidiy)

Employers’ Use of Incentives in Physical Health Programs, 2020

26

Note: Percentages are based on employers that offer each program.

Q: For which of the following programs will you offer incentives and/or disincentives to all or some employees?

N=72-133

HRAs and biometric screenings are focus of employee rewards.


49%

43%

41%

35%

24%

22%

9%



Mindfulness, resiliency, and/or happiness programs

Financial health programs or challenges (e.g., financialassessment; budget planning exercises)




Employers’ Use of Incentives in Emotional/ Mental and Financial Health Programs, 2020

27

Note: Percentages are based on employers that offer each program.

Q: For which of the following programs will you offer incentives and/or disincentives to all or some employees?

N=45-118

Incentives tied to programs other than physical health are less prevalent.

Well-being Staffing and Budget


Key Takeaways: Well-being Staffing and BudgetExpanded well-being programs require additional resources to administer.

Well-being Staffing

• In 2020, 61% of employers have more than one full time equivalent (FTE) employee dedicated to well-being.

• Larger employers tend to have a greater number of FTEs dedicated to their well-being programs.

Well-being Budget

• On average, employers will spend $230 per employee on well-being programs and incentives in 2020.

• The average percent of an employers’ health care budget allocated to well-being has increased from 3.5% in 2019 to 4.3% in 2020.

Distribution of Well-being Budget

• The vast majority of well-being dollars go toward program administration and incentives (79%).

• More dollars are going toward program administration in 2020 (40%) than in 2019 (31%).


Well-being Program Staffing, 2019-2020

30

20% 19%

30%

10% 8%13%

20%22%

27%

10%13%

8%

Less than .5 FTEs .5 – 1 FTEs 1.1 – 2 FTEs 2.1 – 3 FTEs 3.1 – 5 FTEs Greater than 5 FTEs

Number of Full Time Equivalent (FTE) Employees Dedicated to Well-being Programs

2020

2019

N=146-153

Note: Mid-market: < 5K employees. Large: 5-20K employees. Jumbo: 20K+ employees

Q: How many FTE (full time employees) equivalents does your organization utilize to manage your well-being programs at the enterprise level, i.e., not including local

resources or wellness champions.

A majority of employers have at least one full-time employee dedicated to well-being.

Mid-marketMedian

LargeMedian

JumboMedian


Well-being Budget, 2020

31

N=64

Note: Mid-market: < 5K employees. Large: 5-20K employees. Jumbo: 20K+ employees

Q: For 2020, what is your organization’s well-being budget? Include costs for all the programs captured in the survey, including any associated incentives.

An additional 0.8% of the health care budget is being spent on well-being in 2020.

$283

$239

$148

$230

$205

$150

$97

$150

Mid-Market Large Jumbo AllEmployers

Total Well-being Budget Per Employee Per Year

2.9%

4.1%

5.3%

4.3%

2.30% 2.00% 2.00% 2.00%


Percent of Health Care Budget Spent on Well-being

N=82 N=82

3.5% in

2019

$3.6 in

2019

$0.9

$2.9

$10.4

$4.9

$0.50

$1.50

$4.50

$1.50


Total Well-being Budget in Millions of Dollars

Mean

Median


Allocation of Well-being Budget by Component, 2020

32

Q: For 2020, how do you expect to allocate your well-being budget?

N=80

Administration and incentives consume 79% of well-being budget.

Engagement and Communications


Key Takeaways: Well-being Engagement and CommunicationEmployers are diversifying their well-being communications to employees.

Methods of Communication

• More employers are regularly using their employer website for well-being communications (76% in 2020; 54% in 2019).

• More employers are regularly using employee meetings or wellness fairs for well-being communications in 2020 (28%), up from 15% the prior year.

• Not a single method of communication declined –signaling employers’ commitment to reaching employees in a variety of formats

Source of Communications

• For Physical Health, Emotional/ Mental Health and Financial Wellness, communications often come from both the internal benefits team and external partners.

• For Community Involvement, communications generally come directly from internal benefits teams.


Employers’ Communications Channels and Effectiveness, 2020

35

71%

76%

28%

54%

23%

14%

15%

11%

5%

23%

16%

44%

29%

44%

20%

16%

16%

11%

Email

Employer branded website (e.g., HR/Total Rewardsportal, engagement platform)

Employee meetings / wellness fairs

On-site promotions / advertising (e.g., posters, TVscreens)

Print or home mailers

Notifications via app(s)

Website “popup” messages

Social media

Text messaging

Regularly Occasionally

N=134

Q: How often do you use the following communication channels to engage employees in your organization’s well-being programs, and which communication channels are

the most effective at prompting immediate action from employees?

Employers are increasingly using their website or employee meetings.

45%

22%

38%

21%

14%

11%

16%

12%

16%

Very Effective

Channel Prevalence Channel Effectiveness


Source of Well-being Communications, 2020

36

19%

22%

16%

68%

41%

77%

69%

75%

30%

55%

5%

9%

9%

2%

4%

Physical Health

Emotional/Mental Health

Financial Wellness

Community Involvement

Work/Life Balance

All employee communications come from our internal team

Employee communications come from both the external vendor and the benefits team

All employee communications come from the vendor

N=115-129

Q: For each area of well-being, are employee communications driven by the vendor or employer?

Source of well-being communications varies by well-being domain.

Global Well-being


Key Takeaways: Global Well-being

Well-being programs are expanding globally.

Expanding Well-being Programs

Outside the U.S.

• In 2020, more employers will offer global well-being programs than in 2019.

• Physical health and emotional/mental health are the primary focus outside the U.S.

Top Objectives for Well-being Programs

Outside the U.S.

• Improved employee engagement and alignment with corporate culture/mission are the main objectives for global well-being programs outside the U.S.

Global Well-being Communications

• Well-being communications outside the U.S. are most commonly developed in-house in local countries.

• A third of employers (34%) have wellness champions outside the U.S. to help drive communication and engagement.


Employers With a Global Well-being Strategy, 2020

39

N=82

Q: Does your organization have a global well-being strategy?

35% of employers have a global well-being strategy.

24%

11%

46%

7%

11%

Yes - have general principles but tailored to eachmarket

Yes - based on U.S. strategy with little deviationbetween local markets

No - local markets may focus on well-being asneeded

No - not generally of interest outside the U.S.

Don't know


Dimensions of Global Well-being Programs, 2020

40

33%

32%

19%

42%

44%

43%

8%

11%

23%

17%

13%

16%

Physical health

Emotional/Mental health

Financial wellness

Focus area in all non-U.S. countriesFocus area in some non-U.S. countriesNot a focus in any non-U.S. countries

N/A – Our well-being strategy does not address this dimension

N=76

Q: Indicate the degree to which each dimension of well-being is an area of focus outside the United States.

Global employers lead with physical and emotional/mental health.


Employer Objectives for Offering Well-being Programs Globally, 2019-2020

41

80% 77%

55%44%

35%

82%72%

31% 29%

Improved employeeengagement/performance

Alignment with corporateculture/mission

Maintain marketplacecompetitiveness

Management ofhealth care costs

Reduce risk

2020 2019

N/A

N=71

Q; What are your objectives for expanding your well-being programs globally (Select all that apply)?

Workforce engagement and company mission drive global well-being programs.


Employer Well-being Incentives Outside the U.S., 2020

42

Q: Does your organization offer incentives/disincentives for well-being programs to global employees outside the U.S.?

Q: Do you offer any of the following non-financial incentives outside the U.S.?

Incentives not as common abroad as in U.S., yet some considering offering in 2021.

N=82

12%

17%

41%

29%

Well-being Incentives Outside the U.S. - 2020

Yes

No, but consideringfor 2021

No, not consideringfor 2021

Don't know

26%

16%

9%

5%

6%


Raffles

Health related technology (e.g.,fitness wearables)

PTO


N=82


Employers’ Communication Strategy for Well-being Programs Outside the U.S., 2020

43

N=67

Q: How do you communicate your well-being programs outside of the U.S.?

13% of employers have a centralized global communication strategy.

13%

42%

9%

36%

In-house: Global materials are shared with the localmarkets for translation and/or modification forcultural relevance

In-house: Developed locally within each market

External: Leverage a vendor or consultant to draftour communication at local or global level

Limited or no communication plan


Employers’ Use of Global Wellness Champions, 2020

44

N=74

Q: Does your organization support wellness champions outside of the U.S.?

Wellness champions are a popular strategy for driving engagement globally.

34%

28%

38%

Yes, have global wellness champions

No, but planning to develop in 2021/2022

No, not planning to develop

Looking Forward


Key Takeaways: Looking Forward

94% of employers plan to expand or maintain well-being offerings.

Future Strategy For Well-being Resources and Programs

• 65% of employers plan to expand well-being programs and resources over the next 3-5 years, while 31% will continue at the same level as today.

• Only 3% plan to reduce or eliminate well-being programs or resources.

Future Strategy For Well-being Incentives

• 29% of employers plan to expand their well-being incentives over the next 3-5 years, while 58% will continue at the same level as today.

• 14% plan to reduce or eliminate financial incentives for well-being programs.


Employers’ 3-5 Year Well-being Strategy, 2017-2020

47

60%

69%

75%

65%

35%

30%

23%

31%

4%

2%

3%

1%

1%

1%

2017

2018

2019

2020

Expand at a greater level Continue at the same level Continue at a reduced level No longer invest in this tactic

N=118

Q: What is your organization’s three-to-five-year strategy for well-being resources or programs?

More employers plan to remain steady in their offerings, compared to 2019.


Employers’ 3-5 Year Incentive Strategy, 2017-2020

48

32%

32%

33%

29%

52%

59%

49%

58%

7%

5%

11%

3%

9%

4%

7%

10%

2017

2018

2019

2020

Expand at a greater level Continue at the same level Continue at a reduced level No longer invest in this tactic

N=106

Note: For employers no longer investing in incentives or reducing the amount, the primary reasons cited were lack of evidence of their impact, the cost of offering

incentives, and the lack of engagement.

Q: What is your organization’s three-to-five-year strategy for the use of incentives to support your well-being program?

Incentive reduction is at its highest level since 2017.

The Impact of COVID-19 on Employer Well-Being Programs


Key Takeaways: COVID-19 Impact

COVID-19 has already had an impact on employer well-being strategies

Program Offerings

• Increased leveraging of existing solutions like EAPs and telemedicine.

• Increased offerings in virtual care solutions.

Incentives

• Evaluating new ways to earn incentives tied to biometric screenings.

Dimensions of Well-being

• More concern about employee mental health and financial security.

• Increased focus on ensuring opportunities for social connectedness.

Communications

• Increased utilization of in-home mailers.

• Consistent and frequent messaging that is tweaked for the locality.

Global Well-being

• Impact on well-being will likely vary by country/region.

Budgeting/Staffing

• Repurposing on-site resources and staff to assist new with needs for essential and returning employees.

• Employers may review where they allocate funds.


Your COVID-19 Resource Page

https://www.businessgrouphealth.org/en/topics/global/covid-19

https://www.businessgrouphealth.org/en/topics/global/covid-19

FIDELITY PLAN SPONSOR COVID-19 RESOURCE CENTER

https://sponsor.fidelity.com/pspublic/pca/psw/public/library/engageemployees/market_volatility_here_to_help.html

52For more information, contact Fidelity Workplace Consulting at [email protected].

https://sponsor.fidelity.com/pspublic/pca/psw/public/library/engageemployees/market_volatility_here_to_help.html


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Uday Nandipati • [email protected]

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Appendix


More Likely to Offer Less Likely to Offer

Employers’ Physical Health Programs by Industry, 2020

59

N=151

Note: = Banking/Financial Services, = Energy/Chemicals, = Retail/Hospitality/Food Services, = Grocery/Consumer Products Manufacturing,

= Health Care, = Manufacturing, and = Technology/Telecommunications


2020 Industry Prevalence

≥ 10 percentage points above the average ≥ 10 percentage points below the average

Telemedicine



Digital/telephonic chronic condition management


Biometric screening


Digital/telephonic lifestyle coaching


Infertility support (with or without an employer-subsidy)


Subsidies or discounts for fitness wearables (e.g., Fitbit®)

Physical health programs are less likely to be offered by manufacturing companies.


Employers’ On-Site Support for Physical Health by Industry, 2020

60

N=150

On-site physical health programs increased in popularity across all categories.







Treadmill desks or sit-to-stand ergonomic support

On-site gym

On-site fitness classes

Wellness champions

Nutritional labeling or promotions in the cafeteria

Stretch breaks

Policies regarding healthy food options

On-site clinic

On-site lifestyle coaching

Discounts or price differentials on healthy food options

On-site chronic condition management


Employer Programs to Support Employees’ Emotional/Mental Health by Industry, 2020

61

N=149

Digital emotional/mental health programs are much more prevalent in 2020.







Telephonic EAP

Teletherapy

Mindfulness programs

On-site yoga/meditation classes


Resiliency programs

On-site EAP


Pediatric-focused behavioral health support

On-site counseling/therapy

Happiness programs

Digital CBT (Cognitive behavioral therapy) programs


Employer Programs to Support Employees’ Financial Wellness by Industry, 2020

62

N=151

Financial wellness remains important to employers, with many considering expansion in 2021.








Tools and resources to support emergency savings, debt management, budgeting


Financial health programs or challenges

Resources to support key financial decisions like mortgages, wills and income protection


Student loan repayment assistance

Programs to enable access to earned wages (pre-pay day funds)


Employer Programs to Support Community Involvement by Industry, 2020

63

N=148

A large percentage of employers offer or are considering PTO for volunteerism.







Collection drives

Team-building volunteer programs

Charitable match giving programs

Time off to volunteer

Skills-based volunteering/mentoring programs


Employer Benefits to Support Work/Life Balance by Industry, 2020

N=150

Work/Life Balance programs primarily target parental support.







Paid maternity leave (partial or fully paid salary through short-term disability)

Adoption assistance (e.g., reimbursement for incurred costs, adoption leave)

Paid parental leave (separate from maternity leave through STD)

Caregiving support (e.g., caregiving navigation, paid caregiving leave, elder care

support)

Parental journey support (e.g., parent support groups, tools/apps to assist new

parents)

Child care support (e.g., on-site/near-site childcare, back-up care)


Well-being Information Collected in the Health Risk Assessment (HRA), 2020

65

54%

17%

16%

14%

Our HRA includes a more holistic definition of well-being.

Our HRA currently focuses only on physical/emotional, but we areplanning to expand to a more holistic definition in the future.

Our HRA currently focuses only on physical/emotional, and we arenot considering expanding to a more holistic definition

Don't know.

Q: If you offer a Health Risk Assessment (HRA), is the HRA focused on physical/emotional health only, or a more holistic definition of well-being?

N=114

54% of employers’ HRAs focus on holistic well-being (e.g., financial, social, job satisfaction); another 17% plan to do so in the future.


Employers’ Use of Financial Incentives/ Disincentives for Well-being Programs, 2016-2020

66

72% 74%86% 82% 78%

2016 2017 2018 2019 2020

Financial Incentive Prevalence - Employees

N=147

Q: For 2020, will employees, spouses and domestic partners be eligible for any of those incentives and/or disincentives?

Employee incentive prevalence continued to decline from 2018.

52%

69%

54%58%

53%

2016 2017 2018 2019 2020

Financial Incentive Prevalence – Spouses/Partners


Amount of Financial Incentives for Participating in Well-being Programs, 2016-2020

67

$651$742 $784 $762 $757

$600 $600 $600 $625 $600

2016 2017 2018 2019 2020

Maximum Financial Incentive Amount –Employees

Average Median

N=93

Q: What is the maximum dollar value of all incentives/disincentives (combined across all incentive-based programs and including any value of premium reductions) that

can be earned in 2020?

Incentive value approaching a steady state.

$471

$694$596 $601 $630

$350

$600$500 $500 $480

2016 2017 2018 2019 2020

Maximum Financial Incentive Amount –Spouses/Partners

Average Median

N=65

Of those employers who offer financial incentives to both employees and spouses/partners,

63% offer the same financial incentive amount to both groups


49%

48%

46%

15%

46%

39%

41%

14%

Gift cards/other cash equivalent

Medical plan contribution reduction

HRA/HSA funding

Other financial incentives

Employees Spouses/Partners

Delivery Method for Financial Incentives, 2020

68

Q: By what means are financial incentives/disincentives delivered to employees and/or spouses and domestic partners? Select all that apply:

N=102/71

Funding incentives in HRAs/HSAs complements a consumerism strategy for many employers.

60% for employers

that are full

replacement CDHP


Employers’ Use of Outcome-Based Incentives, 2015-2020

69

44%

24%

31%

24%20% 20%

2015 2016 2017 2018 2019 2020

Prevalence of Outcome-Based Incentives Among Employers

N=142

Q: In 2020, will your organization have an outcomes-based incentive model, which rewards an employee who makes progress or achieves a measurable health goal?

Q: For attainment of each of the following outcomes, please indicate whether incentives/disincentives will be offered to employees in 2020.

Outcome-based incentives plateauing at 20%.

Outcome measures

(% of employers utilizing)1

• Healthy weight (77%)

• Healthy cholesterol levels (73%)

• Healthy glucose levels (69%)

• Healthy blood pressure (69%)

• Nicotine free – self-reported (50%)

• Waist circumference (42%)

• Nicotine free – validated (27%)

1Of those employers who have outcome-

based incentives


Percent of Employees Earning Full and Partial Incentive Amounts, 2016-2020

70

40% 41%43%39%

43%

32%

39%

25%

40%

29%

Earned Full Incentive Earned Partial Incentive

Average Percentage of Employees Earning Incentives

2016 2017 2018 2019 2020

N=80

Q: Based on your most recent full year of data (e.g., 2019 or 2018), what is the approximate percentage of employees and, if offered, spouses and domestic partners that

earned the FULL incentive amount (i.e., maximum incentive they were eligible for)?

Employee engagement increased slightly from 2019, but remains lower than 2017 levels.

N=46

31% 30%

39%34%

30% 29%29% 28%30%25%

Earned Full Incentive Earned Partial Incentive

Average Percentage of Spouses/PartnersEarning Incentives

2016 2017 2018 2019 2020


Well-being Administration and Strategy, 2020

71

78%

75%

81%

8%

11%

10%

6%

6%

3%

2%

3%

6%

4%

4%

PhysicalHealth

Emotional/MentalHealth

FinancialWellness

Benefits Human Resources

Well-being Department (separate from HR/benefits) Environmental Health and Safety

Other

N=144

Q: Which of the following best describes where the program administration and strategy of each of the following dimensions of well-being resides in your organization?

The Benefits Department is typically accountable for well-being programs.


Employers with a Chief Well-being Officer, 2020

72

N=148

Q: Does your company have a Chief Well-being Officer (or a similar leadership position with organization-wide accountability for employee well-being)?

13% of employers have a someone in a senior leadership position who is accountable for employee well-being across the organization.

13%

6%

81%

Yes, have a Chief Well-being Officeror similar position

No, but considering for 2021

No, not considering


Employers’ Most Engaged Employees, 2020

73

N=73

Q: Which generation engages the most with your organization’s well-being initiatives?

Gen X employees remain the most engaged demographic.

34%

59%

7%

Generation Most Engaged in Organization’s

Well-being Initiatives

Millennials(age 23-38 in 2019)

Generation X(age 39-54 in 2019)

Baby Boomers(age 55-73 in 2019)

27%

35%

37%

Generational Makeup of U.S. Workforce*


Employers With a Global Well-being Program, 2020

74

N=82

Q: Does your organization offer well-being programs to employees around the world?

Global programs vary considerably from country to country.

15%

51%

10%

10%

12%

Yes, we strive to offer similar core programs toemployees everywhere

Yes, but programs differ by country

No, but considering for 2021

No, and not considering for 2021

Don't know


Employer Challenges in Implementing a Global Well-being Strategy, 2019-2020

75

56%

55%

55%

49%

33%

26%

23%

52%

50%

45%

38%

53%

20%

23%

Understanding different drivers by geography (e.g.,language barriers, cultural appropriateness)

Lack of central budget

Vendor capability

Decentralized decision-making

Difficulty in proving ROI/VOI

User experience

Measurement/reporting

2020

2019

N=82

Q: What have been your top three challenges in planning/implementation to date?

Budget remains a concern, with ROI falling in importance.


Employers’ Communications Channels, 2020

76

71%

76%

28%

54%

23%

14%

15%

11%

5%

23%

16%

44%

29%

44%

20%

16%

16%

11%

3%

5%

22%

9%

23%

16%

13%

12%

10%

Email

Employer branded website (e.g., HR/Total Rewards portal, engagementplatform)


On-site promotions / advertising (e.g., posters, TV screens)




Social media

Text messaging

Regularly Occasionally SeldomN=134

Q: How often do you use the following communication channels to engage employees in your organization’s well-being programs?

Employers are increasingly using their website or employee meetings.


Effectiveness of Employers’ Communications, 2020

77

45%

22%

38%

21%

14%

11%

16%

12%

16%

46%

53%

48%

55%

58%

42%

55%

44%

50%

Email

Employer branded website (e.g., HR/Total Rewards portal, engagementplatform)


On-site promotions / advertising (e.g., posters, TV screens)




Social media

Text messaging

Very Effective Somewhat EffectiveN=32-118

Q: Which communication channels are the most effective at prompting immediate action from employees?

Traditional communication methods remain the most effective.


Employer Methods of Measuring Communication Effectiveness, 2020

78

72%

62%

47%

43%

36%

36%

11%

11%

12%

Plan / program participation rates

Anecdotal feedback

Site traffic

Click rates

Volume of calls to service center

Surveys

Google Analytics reports

Focus groups

Do not measure channel effectiveness

N=129

Q: How do you measure the effectiveness of the communication channels you use?

12% of employers do not measure the effectiveness of well-being communications.


Median Employee Participation in Well-being Programs, 2019

79

55%

43%

23%

10%

8%

8%

6%

5%

5%

3%

1%

1%

1%

1%


Biometric screening

Physical activity programs or challenges


Mindfulness, resiliency, and/or happiness programs

Financial health programs or challenges

Subsidies/or discounts for fitness wearables


Chronic condition management programs

Teletherapy



Infertility coverage

Adoption assistance

N=13-80

Q: What is your organization’s most recent, approximate, average participation rate among eligible employees for the following programs?

Participation rates are higher for activities that are incentivized by employers.


Employee Participation in Well-being Programs – Inside Versus Outside U.S.

80

N=77

Q: How does employee well-being program participation outside the U.S. compare to participation in the U.S.?

For 6 in 10 employers, differences between U.S. and global rates are unknown.

30%

6%

4%

60%

Better in the U.S. than outside the U.S.

About the same

Better outside the U.S. than in the U.S.

Don't know


Employers with Global Well-being Platforms, 2020

81

N=76

Q: Do you have a global platform for your well-being programs?

21% of employers have a global well-being platform, up from 16% in 2019.

13%

4%

4%

46%

33%

Yes, we use one primary vendor for mostcountries

Yes, we use regional providers in differentlocations

Yes, we have an in-house platform weare/have developed/developing

No, we have no platform, but it is part of ourlong-term strategic vision

No, we have no platform and no plan toimplement


20%

9%

5%

70%

We have a solid understanding of globalwell-being issues based ondemographics/group data

We have a solid understanding of globalwell-being issues based on individual

assessments

We have a solid understanding of globalwell-being issues based on other types of

information

We do not have a solid understanding ofglobal well-being issues

Employers’ Understanding of Global Well-being Issues, 2020

82

Q: Do you have a solid understanding of the well-being issues of most interest to your employees outside the U.S.?

N=79

7 in 10 employers give themselves a low rating in awareness of global issues.


22%

13%

4%

65%

22%

14%

3%

64%

Receive limited data from some locationsbut no consistency across markets

Analyze global engagement data andmetrics collected from all/most markets

Analyze global health outcome data andmetrics collected from all/most markets

Not currently measuring

2020

2019

Employers’ Approach to Measuring the Impact of Global Well-being Programs, 2019-2020

83

Q: How do you measure the success of your well-being programs outside of the U.S.?

N=79

Few employers have insight into the success of global well-being programs.

Download - 2020 Trends in Employer Well-being Offerings · 2020 Trends in Employer Well-being Offerings Developed in partnership with ... Fidelity Workplace Consulting . ... than managing health

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