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2017 Global BenefitsAttitudes SurveyThe employee voice: more security,more flexibility, more choice2017 Global BenefitsAttitudes SurveyThe employee voice: more security,more flexibility, more choiceContents1. Key findings.22. About the survey.33. The changing benefit landscape.44. Under pressure: employees health and finances.65. The benefit deal: the employee perspective.146. Rethinking the benefit deal.177. Summary.2812017 Global Benefits Attitudes SurveyChanging economic and workplace dynamics are drivingemployers to redefine the benefit programs they offer totheir employees. Meanwhile, employees are respondingto the same developments and conditions, albeit from adifferent perspective. Todays employees are saying:“Understand my needs,” “I want moresecurity” and “give me more choicesand flexibility.”As many employers review their benefit programs, theWillis Towers Watson Global Benefits Attitudes Survey(GBAS) seeks to understand the employee perspectiveand answer the question: What benefits do employeesneed and value most?22017 Global Benefits Attitudes Survey1. Key findingsKey findings include:In Benefits matter more than ever. Employeeslong-standing desire for greater securitycontinues to intensify. Employees particularly younger employees want more benefit choices. Those with choiceand flexibility today are twice as likely to feeltheir benefit program meets their needs. many countries, employees are increasinglyconcerned about their finances, both immediateand long term. More than one-fifth of employees expect to stillbe working at age 70 or later. Over 60% say theiremployer retirement plan is their primary meansof saving for retirement. Employees look to their employers for support inimproving their health and well-being, and becomingmore financially secure. Although companies are responding with programsthat support physical, emotional, financial and socialwell-being, employees are lukewarm about what theyhave seen so far. Employee engagement in well-being programsremains low. Designing programs that leverage theworkplace environment and promote the use ofnew technologies is strongly linked to more positiveattitudes about a companys well-being efforts andto health engagement.Total respondents: 11,866Argentina .970Brazil . 990Chile . 993China . 1,996Colombia .986India . 1,988Mexico . 994South Africa .998The Philippines .999Presenteeism is when an employee is physically at work but not fully productive dueWork engagement (a measure we call sustainable engagement) is the intensity ofTotal respondents: 19,374 Total respondents: 11,866Australia .1008 Argentina .970Canada .1,349 Brazil . 990France . 981 Hong Kong Chile . 993Germany .2,023 China . 1,996Hong Kong .985 Japan . .986Colombia 1,498SingaporeIndia . 1,988.988The Netherlands .986U.A.E. .998South Africa992U.K. . 2,824.999U.S. . 4,982developed countries3 2017 Global Benefits Attitudes SurveyFor over a decade, Willis Towers Watson has beenexamining trends in employees attitudes toward theirbenefits across several countries. Since 2013, thesurveys and analysis have been performed on a globallyconsistent basis, providing detailed insights that canguide employers in developing benefit programs thatare both attractive to employees and cost effective.This latest biennial edition of GBAS analyzes more than31,000 employee responses in 22 markets, includingrepresentative samples from medium and largeprivate-sector companies. This report representsa high-level summary of the survey results.The 2017 survey takes an in-depth look at the role ofbenefits in defining and differentiating todays employeevalue proposition. The analysis explores the extentto which benefits individually and collectively shapeemployees actions; how closely they are aligned withemployees employment and lifestyle priorities; and2. About the surveyTRedeTotArgBraChiChiColIndMeSouTheTuRedeToAuCaFrGHIreJaSTUUUAustralia .1008Canada .1,349France . 981of respondents:fromRespondents fromRespondents from developing countriesdeveloping countries Total respondents: 11,866Argentina .970Brazil . 990Chile . 993China . 1,996Colombia .986India . 1,988Mexico . 994South Africa .998The Philippines .999Turkey . 952Turkey . 952countriesrespondents: 19,374Respondents fromRespondents from developed Respondents fromdeveloped countriesTotal developing countriesAustralia .1008Canada .1,349France . 981Germany .2,023.985Ireland . 758Ireland . 758Japan . 1,498 Mexico . 994Singapore .988The Netherlands .986 The PhilippinesU.A.E. . 992 Turkey . 952U.K. . 2,824U.S. . 4,982 Total number Respondents 31,240Total number of respondents: 31,240 Total respondents: 19,374their links to stress, absence, presenteeism1 and workengagement.2 The report focuses on four aspects ofemployee attitudes and how they affect the benefit deal: Benefit preferences Retirement expectations Financial well-being Health and well-being1to physical or mental health conditions, or to stress related to job, personal or financialmatters.2employees connection to their organization, based on three core elements: (1) extentof employees discretionary effort committed to achieving work goals (being engaged),(2) an environment that supports productivity in multiple ways (being enabled), and (3)a work experience that promotes well-being (feeling energized).Willis Towers Watson Global Medical Trends Survey (2017).4 2017 Global Benefits Attitudes Survey3. The changing benefit landscapeIt has been a decade since the financial crisis started in the U.S. and thenoverwhelmed the global economy. Over the ensuing 10 years, global economicgrowth has generally remained moderate, leaving most countries somewhereshort of full recovery and increasing the pressure on government finances,employer costs and household budgets alike.2. Rising health care costs: Escalating health carecosts over the last decade far in excess of generalinflation rates3 have prompted many employers to passa larger share of cost and risk to employees througharrangements such as higher copaymentsand deductibles.3. Tightening of public purses: Aging populations andweak public finances have forced many governments torestrict or delay public retirement benefits, placing evengreater pressure on private retirement saving.4. Multi-generation workforce: An increasing number ofolder employees are delaying their retirement becausethey cant afford to stop working, while millennialsfinancial outlook is clouded by mounting student debtand high housing costs. These different financial prioritiesare leading to diverging preferences between young andold, challenging employers on how to satisfy everyone.Together with shifting workforce demographics and thebreakneck pace of technological advances, these forceshave significantly altered the employee benefit landscape.Many of these forces have been brewing for decades, buttoday they are coming together to create an opening foremployers to offer a new proposition. And ideas thatwere not technologically feasible or cost effective beforecan now be realized.We identify seven trends that are impacting employeebenefits today:1. Shift to defined contribution arrangements: As thecost and financial risk of maintaining defined benefit(DB) retirement plans became increasingly untenable,the investment and other risks inherent in securing aretirement income have been transferred to employees.Concurrently, the defined contribution (DC) fundingapproach is also filtering into health care provision.It is becoming clear, however, that insufficient savingscoupled with mediocre economic growth and low interestrates will not deliver the retirement income that manyemployers and employees had hoped for, promptingquestions about how well the DC model is working.35 2017 Global Benefits Attitudes Survey5. Technological innovation: Changes to the ways mostpeople shop and go about their daily lives are promptingthem to expect similar innovation (online tools and apps)in their benefit experiences. Technology has reducedthe costs of providing benefits and enabled greaterbenefit plan integration and more choice. New deliveryplatforms are enabling employers to realize many ideasthat have been percolating for decades (and to do soin a cost-effective, engaging way).6. Focus on health and well-being: Rising rates of obesityand chronic conditions, and greater awareness of stressand other mental health issues have prompted employersto redouble their efforts to improve the health andwell-being of their workforce. Many employers haveadded programs in some markets decades ago to help employees adopt healthier lifestyles, to hold theline on health care costs and to improve productivity.7. Emergence of financial well-being: Employers arefocusing more attention on financial insecurity and otherworkforce concerns, particularly the near-term financialchallenges many employees are living with.4Employers know that many of their employees are struggling and want to help.They are interested in expanding their benefit package and incorporating agreater focus on employee well-being.Many companies intend to offer a wider selection ofbenefits and more options, including health, well-beingand financial well-being initiatives, while remaining mindfulof the potential for choice overload. Employers also planto enhance employees benefit experience with moreand better online tools and changes in the workplace toreinforce their strategy and connect with workers ona day-to-day basis.4See World Health Organizations Global Health Observatory Data Repository, apps.who.int/gho/data/view.main.2482?lang=enSee Willis Towers Watsons Regional Benefits Trends Survey (2017)6 2017 Global Benefits Attitudes SurveyFigure 1. Around three in 10 workers report severe stress,anxiety or depression within the last two yearsSample: All employees. Except U.S. andCanada, full-time employees only.4. Under pressure: employees health and finances40% 50%GlobalNorth America27%33%0% 10% 20% 30%Asia Pacic 21%Europe, Middle East and Africa (EMEA)29%Latin America 32%Physical and emotional healthIn many developed countries, inactivity is a growing healthchallenge. According to the World Health Organization(WHO), between a quarter and a third of adults globallyare not active enough, and this is having long-termeffects on their health. 5 Obesity rates and chronicconditions are increasingly prevalent around the world,and not just in rich countries. In response, employers areseeking physical health and well-being solutions for theirworkforces, both to reduce costs and in recognition of thelinks between health, well-being and productivity.While employees physical health has always been onemployers radars, mental health and stress are receivingmore attention of late. Mental health issues are widespread56around the world, with around three in 10 employeesreporting they have suffered from severe stress, anxietyor depression in the last two years (Figure 1).Employers increasingly recognize mentalhealth and stress among the biggestchallenges to health and well-being in theworkplace, and many are trying to findbetter ways of reducing work-related stress.Around half of employers have either introducedinitiatives to reduce stress or are planning to do so.6See Willis Towers Watsons U.S. Best Practices in Health Care Survey (2017) and7 2017 Global Benefits Attitudes SurveyShort-term financial securityAlongside this focus on physical and emotional health,employers increasingly recognize the stress that canarise from financial insecurity. This has contributed tofinancial well-being emerging as a near-term priorityfor many employers, with many companies planningto offer or expand upon their current financialwell-being initiatives.7Recent trends suggest that these employer interventionscannot come soon enough. Financial satisfaction hastaken a turn for the worse in most countries, reversingthe gains enjoyed from 2013 to 2015 (Figure 2). Attitudeshave deteriorated in most developed countries and inmany developing markets as well. The U.S. presen
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