New research highlights that mental health will be the most in-demand employee benefit in 2025, with nearly a third (31%) of employers expecting an increased demand for support.
The research, by Towergate Employee Benefits, suggest that businesses are preparing for growing expectations around employee wellbeing. When factoring in specific concerns such as male mental health (17%) and line manager mental wellbeing (14%), as well as general mental health, 62% of employers anticipate a rise in demand for mental health support. Other key areas where employees are expected to seek more assistance include financial wellbeing (19%), general fitness (18%) and caring responsibilities (16%).
Debra Clark, head of wellbeing at Towergate Employee Benefits, noted that employers now have more ways to support mental health, from Employee Assistance Programmes (EAPs) to inpatient psychiatric care. She said, “This greater provision has corresponded with increased awareness of the support available and an increased propensity to access it. All of this is hugely positive for the employee, but it does create growing expectations for the employer to provide ever-expanding support.”
The Link Between Wellbeing and Mental Health
While mental health support is a priority, other aspects of employee wellbeing are also becoming increasingly important. Many of the key areas employees are seeking assistance with—such as financial stress, physical fitness and caring responsibilities—are closely linked to mental health. Employers are being encouraged to take a more integrated approach to wellbeing, ensuring that support in one area positively impacts others.
Clark said, “Employers should look to experts to assist them in the choice of mental health support and how to balance this with increased demand on other areas of assistance too.”
Growing Demand for Tailored and Niche Support
The research also found that employee needs are becoming more varied and specific. Some areas of concern, such as neurodiversity, fertility and eldercare, may only affect a portion of the workforce but still require targeted support. Employers are expected to offer adaptable health and wellbeing programmes that cater to a diverse range of needs.
Clark explained, “Support is becoming not only more diverse but also more specific. For instance, rather than just ‘mental health’, support can be tailored for each gender, or by age group and will often include a more holistic approach that looks at lifestyle, nutrition and building resilience too.”
With the increasing complexity of employee wellbeing demands, businesses may need external guidance to identify and implement the most effective support programmes. Some benefits, such as access to a virtual GP, may be straightforward to provide, while others, like elder care support, may require specialist assistance.
Support and Guidance
Clark concluded, “Employees are being pulled in so many different directions, with a need to keep themselves, older relatives and younger dependants healthy and happy. Increasingly, people are now turning to their employer for assistance. Employers cannot and should not be expected to be experts in all these areas. They therefore need support and guidance, just as much as their employees do.”
As employee expectations evolve, organisations will need to assess their benefits strategies to ensure they provide relevant and meaningful support in 2025 and beyond.
