Burnout prevention starts with better benefits

There’s a gap between what wellbeing support employees think they’re getting and what they’re actually accessing and it’s proving to be a significant challenge for employers.

Eight out of ten (82%) of UK employers believe they are supporting their employees' overall wellbeing, yet only 67% of employees feel that support, according to Epassi’s Great Employee Benefits Study 2026.

This perception gap highlights an important challenge for employers and a significant opportunity for reward professionals.

The issue is not a lack of investment. Many organisations have introduced mental health initiatives, employee assistance programmes and wellbeing platforms. The challenge is ensuring that support translates into something employees genuinely experience and value.

A benefit listed on an intranet is not the same as one employees understand, use and feel confident accessing. Closing this gap matters not only for wellbeing, but also for engagement, retention and sustainable performance.

What employees say makes the biggest difference

When Epassi asked employees which initiatives were most effective in helping prevent burnout, their answers were practical.

Flexible working arrangements came top, with 72% of employees identifying them as effective. In second place, cited by 48%, were benefits supporting a healthy work-life balance, including gym memberships, physical wellbeing programmes and opportunities to be active during the working day.

For reward professionals, this reinforces an important point: employees do not always separate wellbeing from reward. They value support that helps them feel healthier, more energised and better able to perform. When benefits make a tangible difference to everyday life, they become a driver of engagement.

Why physical wellbeing deserves bigger role

The connection between physical and mental wellbeing is well established, yet workplace strategies have not always reflected it.

Epassi's research found that 89% of employees with access to a fitness benefit say it positively influences their overall wellbeing. Yet only 41% of UK employees currently have access to one.

This represents a practical opportunity for employers. Rather than continually adding new wellbeing initiatives, there may be greater value in improving access to benefits employees already recognise as useful.

Physical activity supports more than physical health. It can improve mood, reduce stress, increase energy and help employees recover during demanding periods. When employees feel physically well, they are better equipped to remain engaged and productive.

Benefits cannot solve burnout alone

Epassi's research also found that high workload and workplace stress remain the biggest barriers to employee wellbeing, cited nearly three times more frequently than any other challenge.

Benefits cannot solve structural issues such as excessive workloads or poor job design. However, they can provide practical support that helps employees maintain their wellbeing, recover from pressure and sustain performance over time.

The organisations making the biggest impact are moving beyond wellbeing awareness towards wellbeing infrastructure: creating support that is accessible, relevant and part of everyday working life.

Three characteristics stand out:

Benefits that fit real lives. Flexible wellbeing benefits that accommodate hybrid working, shift patterns and individual lifestyles are more likely to become part of employees’ routines than rigid, one-size-fits-all schemes.
Early intervention. Preventative health support and wellbeing benefits that encourage healthy habits can help employees address challenges before they become more serious.
A culture that encourages use. Leaders and managers play an important role in making wellbeing support feel normal, helping employees access benefits before they reach a crisis point.

Reward as a driver of engagement

For reward professionals, the conversation is shifting. Employee benefits are no longer simply an addition to a total reward package; they are an important part of the employee experience.

The organisations closing this wellbeing perception gap are not necessarily those offering the largest number of benefits. They are the ones ensuring their reward strategy reflects what employees genuinely value, communicates support effectively and makes benefits easy to access.

When employees feel supported in ways that matter to them, they are more likely to feel engaged, motivated and able to perform at their best.

Wellbeing benefits are therefore more than an investment in health – they are an investment in sustainable organisational performance.