How HR can tackle the workplace wellbeing disconnect

A well-designed benefits offering only succeeds if employees engage with it and value its purpose.

The UK workforce is under pressure. From the long tail of the pandemic to the rising cost of living, employees are facing more stress and more uncertainty, with fewer places to turn for support.

The NHS faces unprecedented demand, with rising waiting times and chronic staffing shortages; in March 2025 alone, more than 7.4 million people were on waiting lists for treatment in England.

It is no wonder, then, that against this backdrop, workplace wellbeing has taken centre stage, with employers making significant strides in expanding benefit offerings. But a crucial gap persists, between the support that’s available and the benefits employees know how to access and use.

While employers often rate their benefits packages highly, there is growing evidence that these initiatives are misunderstood or underutilised.

The latest data from Unum’s Employee Wellbeing Report has shown that leadership tends to view wellbeing more favourably than the employees they aim to support: three quarters (75%) of businesses rate their workforce wellbeing at 7 out of 10 or higher, compared to just 66% of employees doing the same.

This is more than a difference in opinion - it is a disconnect that, if left unchecked, could fuel deeper problems such as mental health strain, disengagement and presenteeism.

The wellbeing perception gap carries real consequences. If employees don’t fully grasp the value or purpose of a benefit, they are unlikely to engage with it, no matter how well-designed it is.

Meanwhile, employers are left wondering whether their investments are landing where they’re needed. One in five businesses admit that their benefits packages are not well understood by staff, which highlights a deeper challenge.

The issue isn’t a lack of care, but a gap in connection and communication that can hinder even the most well-meaning efforts.

With last year’s Autumn Budget introducing higher employer national insurance contributions and business costs on the rise, the pressure to justify every pound spent has never been more intense. In fact, 45% of HR managers cited budget constraints as the biggest barrier to implementing a health and wellbeing strategy.

This means that benefits can no longer be seen as an optional extra; they must directly reflect employee needs and be designed for meaningful engagement.

Reframing the role of benefits

Wellbeing initiatives are most effective when they genuinely reflect the varying needs and preferences of employees. The modern workplace is diverse, working styles are evolving, and what’s helpful to one group might not resonate with another. A hybrid worker caring for young children may need different tools than a recent graduate in their first role, for instance.

This means looking closely at what support is offered, but also how that support is communicated, accessed, and experienced. When there's a mismatch, employees can miss out on essential support for managing their health and wellbeing, leading to increased absences, lower productivity, and burnout.

In turn, this not only affects individual performance but quietly erodes team morale, culture, and long-term business resilience. But, when support aligns with what people actually need, benefits stop being background noise and start becoming integral tools for business resilience and performance.

Making wellbeing work for everyone

Based on the findings from our recent report, here are five practical ways to bridge the wellbeing perception gap, and build trust in the process, ensure wellbeing support lands with impact:

Start with employee voice. Regularly gather feedback through surveys, focus groups or informal one-on-one conversations. This provides valuable insight into what your people truly need and shows you’re listening.
Simplify access. Centralise information and streamline access by integrating benefits into everyday platforms, such as company intranets or mobile apps. Clear signposting and intuitive design can remove common barriers to engagement.
Communicate with empathy. Use inclusive, jargon-free language to describe benefits. Avoid overloading employees with one-size-fits-all messaging; instead, tailor communications by job role, life stage or key calendar moments.
Tell real stories. Share personal testimonials from employees who have benefited from support programs. These stories help bring the impact to life, making benefits relatable and memorable.
Empower managers. Train line managers to confidently champion wellbeing initiatives. A benefit mentioned in passing during a team catch-up often carries more influence than a company-wide email.

By focusing on clarity, relevance and trust, businesses can create a workplace where employees not only know what support exists, but know that it’s meant for them. In this way, wellbeing becomes part of the culture. This is how you close the wellbeing perception gap and build a workplace that works for everyone’s benefit.

To understand more about the wellbeing perception gap and uncover insights that can shape a more connected, resilient workforce, download our latest Employee Wellbeing Report. It is filled with real-world employer experiences and practical guidance to help businesses turn good intentions into meaningful action.