The Talent Economy
“Employees must know what support is available, how to access it and feel encouraged to engage.”
Gillian Pillans, Research Director, Corporate Research Forum Page 04
“The world has changed, the talent economy has developed, and we need a more positive future to look forward to.”
Chris Cummings, CEO, Wellbeing at Work Page 05
Employers shift to prevention as UK workforce faces rising ill health
Discover why UK employers are prioritising preventative health benefits to boost performance, cut costs and attract talent as NHS delays drive employee demand for private medical support.
Employee demand for health benefits, such as private medical insurance, has increased largely due to ongoing NHS challenges. Long waiting lists, challenges accessing GP appointments and treatment delays have employees turn to their employer for support with their health. Likewise, employers recognise the power of investing in workplace health, and how it can lead to a more resilient, engaged and highperforming workforce.
Employee motivation drives wellbeing
The Reward & Employee Benefits Association’s (REBA’s) 10th annual Health and Wellbeing Research 2025, together with AXA Health, found improving employee motivation/ performance and being an employer of choice is the primary driver for implementing preventative health initiatives and benefits in more than half (53%) of organisations.
Preventative health supports productivity
It is prevention that is particularly important. Examples of a preventative approach can range from providing access to mental health apps that offer self-help or meditation to health cash plans, which enable employees to claim money back on everyday healthcare expenses such as dental and optical checkups.
Health screenings, which can range from a 15-minute health check to a comprehensive physical examination, can further help employers ensure employees stay ahead, flagging potential health issues before they develop into more serious conditions.
A preventative health and wellbeing strategy is now seen as essential by employers, given the rising levels of ill-health in the UK. Figures from the Health Foundation show that 4 million working-age individuals are out of work for health-related reasons, while 3.9 million employed people have work-limiting conditions — an increase of 1.5 million since 2013.
Prevention over treatment trend
Coupled with the increasing cost of providing health benefits, employers are placing greater emphasis on supporting employees’ health and wellbeing before they fall ill, helping them remain in the workforce. This shift towards prioritising prevention is supported by the increasing use of digital health tools, such as virtual GPs. The evolution of digital tools is enabling faster, more personalised access to medical care and services.
Cutting costs through preventative care
REBA’s research shows that threequarters (75%) of respondent employers believe preventative health and wellbeing strategies will mitigate rising health costs in the next five years. While just under two-thirds (63%) say access to early care via digital health tools will also help to minimise costs.
As the challenge to attract talent remains and more employees live and work with long-term conditions, employers must adjust their approach to health and wellbeing. This not only helps them remain competitive but also attracts and retains a healthy and productive workforce.
How age-inclusive over-50s talent strategies can drive company growth
Talent strategies must adapt to changing demographics. Talent acquisition specialists partner with global organisations, focusing on the commercial benefits of an ageing population to help build a more resilient workforce.
Today’s workforce is undergoing a profound demographic shift. People are expected to live longer, healthier lives. Yet, many people over the age of 50 are retiring too early, creating a critical skills gap.
Why age-inclusive hiring is essential
In light of the impending shortfall of 50 million skilled workers across Westernised countries, businesses must adapt their talent acquisition strategies in order to build an intergenerational and resilient workforce.
Lyndsey Simpson, Founder and CEO of 55/Redefined, the only global organisation focusing on the commercial benefits of an ageing population, explains: “Nearly every nation is seeing declining birth rates that will result in a rapidly ageing workforce. Flexible, age-inclusive hiring strategies are no longer a ‘nice-to-have’ — they are a business necessity. If organisations don’t adapt, they risk losing a highly capable, motivated and loyal workforce.”
The value of older adults in the workplace Experience, emotional intelligence, a wealth of life knowledge and a honed skill set are just a few of the many benefits brought by hiring over-50s, 89% of whom are willing to retrain at a lower salary if it means contributing meaningfully to the workforce.1
According to Sharon Bagshaw, Chief Client Officer at AMS: “Age inclusion is not just a diversity initiative. It is a macro business imperative driven by demographic megatrends.” An intergenerational workforce that
values the experience, stability and mentorship of over-50s unlocks stronger collaboration, greater productivity and sustained business growth. Bagshaw adds: “Bringing together five generations can increase financial performance by 288%.1 It can boost productivity and actually make people happier at work.”
Age-inclusive talent strategies
In today’s tough talent acquisition market, organisations are beginning to take note of the value of older adults, implementing hiring strategies in partnership with AMS and 55/Redefined to strengthen their workforce.
55/Redefined helps companies attract, grow and engage their over 50s talent and provides aggregated, anonymised workforce data to help organisations assess the age profile of their teams and shape inclusive strategies. AMS brings this insight to life by embedding age-inclusive practices into end-to-end talent acquisition processes.
“We’re seeing growing engagement from clients who now understand that in today’s tough talent acquisition market, inclusive strategies are a brand and business imperative. We assume the identity of the businesses we support, representing their brand and values to attract talent that reflects the full diversity of the working population, including the over-50s,” concludes Bagshaw.
Reference: 1. 55/Redefined & ProAge. 2021. Shut out, forced out, overlooked.
Is age bias undermining your business resilience?
“We cannot afford for biases around age to influence workforce strategy,” says Sharon Bagshaw, Chief Client Officer at AMS.
Many organisations are clinging to outdated perceptions that employees over 50 years old are neither adaptable nor ‘tech-savvy.’
Advantages of a workforce with over-50 talent Sharon Bagshaw, Chief Client Officer at AMS, explains how this could not be further from the truth. “Damaging stereotypes are holding businesses back in a market that is currently experiencing chronic skills shortages and huge demographic shifts. Ignoring employees aged over 50 is a huge, missed opportunity that could weaken your organisation.”
Companies that fail to take an intergenerational approach to talent are missing out on resilience, loyalty and experience. “Talent leaders should review hiring practices, create flexible career paths and develop overt attraction strategies that speak directly to the over-50 workforce,” she adds.
Age inclusion unlocks remarkable potential “You need experience to train AI models, life experience to improve customer outcomes and softer skills like empathy and mentorship to strengthen your workforce,” insists Bagshaw. “These are the unique strengths that older employees bring.”
Age-inclusive companies experience higher engagement and better workforce resilience. Those without age-inclusive hiring strategies may be missing out on a golden opportunity — not just for business growth, but for an enhanced reputation.
Recognition of the importance of age inclusion as a strategic priority is the first step in unlocking untold business potential. AMS transforms how organisations attract and retain talent across all industries.
INTERVIEW WITH Sharon Bagshaw
Chief Client Officer, UK&I, EMEA and APAC, AMS WRITTEN
Cooper INTERVIEW
Simpson
WRITTEN BY
Bethany Cooper
Building resilience: the five enablers of a healthy, adaptable workforce
Amid ongoing disruption, resilience has become a defining capability, both for individuals and the organisations they work for. Yet, resilience doesn’t happen by accident. It requires intentional design, investment and leadership.
Research by Corporate Research Forum (CRF) identifies five enablers that underpin sustainable employee wellbeing and act as levers for building long-term resilience: (1) creating a culture of health; (2) leadership role modelling; (3) designing work for wellbeing; (4) enabling line managers to support wellbeing; (5) effective communication.
Organisational culture
Organisational culture plays a pivotal role in shaping wellbeing. In cultures where toxic behaviours go unchecked or excessive demands are the norm, standalone initiatives are unlikely to succeed. To create the conditions for wellbeing to flourish, organisations must encourage open conversations, foster psychological safety and consider wellbeing in business decisions.
Leadership commitment and role modelling
Leadership commitment and role modelling are essential. When senior leaders prioritise wellbeing and speak openly about their own challenges, they help break stigma and set the tone for the wider organisation. Educating leaders on the link between wellbeing and performance helps them become credible, proactive advocates.
Line managers
Line managers are the frontline of employee experience. Their day-to-day interactions can either support or undermine wellbeing. Training managers to spot early warning signs, hold supportive conversations and signpost resources is critical to building resilience at scale.
Job design
Job design also matters. Well-structured roles — with clarity, autonomy, manageable demands and supportive relationships — enhance health and engagement. In contrast, poor job design creates stress and hinders performance.
Communication
Finally, communication is key. Employees must know what support is available, how to access it and feel encouraged to engage. Tailored, consistent messaging, supported by storytelling and strong branding, can help make wellbeing programmes visible, relatable and impactful. To create lasting change, wellbeing must move beyond standalone initiatives and become embedded in how organisations perform today and build for the future.
How your job can benefit your wellbeing
Employers are placing greater emphasis on supporting employees’ health and wellbeing before they fall ill, helping them remain in the workforce.
~Dawn Lewis, Content Editor, Reward & Employee Benefits Association (REBA)
Supporting employee wellbeing should be a priority for all employers. In doing so, employers will not only see benefits for individuals, but for their business too.
Everyone has different preferences regarding when, where and how they work. By enabling flexibility when shaping ways of working, employers can create an environment that fosters inclusivity and respect.
Flexibility is key
Greater control over working patterns supports employee wellbeing, and examples such as flexible hours, remote work, job sharing and compressed workweeks can all enable that much-sought-after balance. Flexibility enables employees to work alongside personal commitments, caregiving responsibilities and health issues. However, without a workplace culture prioritising wellbeing, employees are less likely to use the suite of available policies or seek support as issues arise. Senior leaders are well-placed to lead by example. ‘Loud leaving’ was a term used by a female CEO I spoke with recently, as she highlighted the importance of proudly leaving the office early to watch her son’s football match, enabling others to follow suit without feeling guilty for managing their working day around family.
Benefits of prioritising employee wellbeing
People are an organisation’s most valuable asset, and evidence confirms that investing in employee wellbeing benefits both the individual and the organisation. When employee wellbeing is placed at the heart of an organisation, this can reduce absenteeism and presenteeism and increase productivity.1 In fact, investing in employee wellbeing can bring a financial return of up to £370 billion.1
Research has found that attracting and retaining talent is one of the most significant challenges facing 57% of CEOs.2 Demonstrating responsible business, through clear employee value propositions, can help close the gap. A larger talent pool is critical to creating diverse workforces that bring a broader range of perspectives and skills, leading to better decision-making and innovation.
By creating a supportive workplace culture, employers are well-positioned to support their most valuable assets, and a proactive approach to wellbeing undoubtedly boosts employee engagement and overall job satisfaction.
Plan of action to help your people feel ‘psychologically safe’ at work
Organisations should offer employees proactive, rather than just reactive, mental wellbeing support. That starts with open and authentic communication between managers and staff.
Over the years, there has been a focus on the steps we should take to maintain our physical wellbeing. Yet, maintaining mental wellbeing? Not so much.
“That’s a problem,” says Claire Wornham-Fellows, Executive Coach at mental health specialists, Rightsteps. “Because if you’re experiencing mental health issues and don’t know where to turn for support, then you’re going to struggle in your personal life and at work. It’s important that we focus more on our mental wellbeing on a daily basis.”
Choosing the right workplace wellbeing strategies
Thankfully, many employers are proactively promoting staff strategies that support mental wellbeing. “Some organisations might put on, say, Zumba classes or mindfulness sessions, have walking groups or book groups,” explains Wornham-Fellows, “However, mental wellbeing is not a one-size-fits-all approach, so those initiatives won’t be right for everyone.”
That’s why organisations should create an atmosphere of psychological safety at work by initiating open, clear and authentic communication between managers and staff. Creating a space of mutual trust and respect encourages colleagues to be honest about their struggles and share ideas about the initiatives they want to see, without fear of judgment.
Wellbeing at work unlocks performance in the talent economy
Difference between proactive and reactive support
“Employers should ask staff what they need to stay happy and healthy,” says Wornham-Fellows, “But they have to listen to their answers and put those interventions in place.”
They should also provide good signposting to any support, so employees know where to go to receive it.
Above all, it’s vital for support to be proactive rather than reactive, insists Katy Cullum Birtwistle, a psychotherapist, mediator and trainer who, as Service Manager, leads a team of therapists at Rightsteps.
“Employers should provide solutions that help their people before they experience a mental wellbeing issue, such as stress or burnout,” she says. “It’s why we provide support for Mental Health First Aiders, to ensure that they are looking after their own mental wellbeing and have the skills they need to fulfil the remit of their role.”
Proactive mental health solutions
In general, Cullum Birtwistle believes that — while there is more to do — organisations are getting better at offering employees proactive support, solutions and interventions. “If colleagues know that they can reach out for these if they need to, then that’s a real positive,” she says. “It can help them develop their own resilience and prevent mental wellbeing issues before they start.”
In a changing talent economy, strategic workplace wellbeing is key to attracting talent, boosting performance and driving growth. Find out why it’s now a business imperative.
The global talent economy has shifted significantly over recent years as the focus on attracting, engaging and retaining skilled workers continues to be crucial for organisational success in a dynamic and competitive global market.
Workplace wellbeing attracts top talent
Technological advancements are developing at pace, skills shortages are growing, and workforce dynamics are evolving. Meanwhile, there is a continued desire for organisations, and the people working for them, to deliver
continued growth and profitability. When the best talent has such a wide choice, a strategic approach to wellbeing at work provides a very competitive edge to talent attraction and delivers high-performing teams.
Benefits of prioritising wellbeing
Companies that prioritise employee wellbeing are seen as more attractive employers. They help businesses to stand out and become an employer of choice. Furthermore, when employees feel supported in their wellbeing, staff turnover is lower, top talent is retained, creativity and innovation are higher
and, most importantly, growth, performance and productivity levels increase.
Rethinking organisational culture
A strategic approach to wellbeing at work brings together outstanding employee engagement, a positive organisational culture that creates a strong sense of belonging and yields profitable results. For too long, we have relied on traditional methods, poor leadership and toxic, fearful environments demanding growth at all costs — and it hasn’t worked. If we want successful businesses that are driving the Government’s growth agenda, we need an engaged and healthy workforce to achieve it.
Wellbeing as the clear route to success
There is a lot of noise and uncertainty across the world, trying to take us backwards. The world has changed, the talent economy has developed, and we need a more positive future to look forward to. As the world of work continues to develop and these organisational challenges become more acute in the near future, there is a clear solution for companies and leaders to engage with. Taking a strategic approach to wellbeing at work will unlock high performance, employee engagement and the talent attraction challenges we are facing. It is the clear route to success.
WRITTEN BY Chris Cummings CEO, Wellbeing at Work
INTERVIEW WITH Katy Cullum Birtwistle Service Manager, Rightsteps
INTERVIEW WITH Claire WornhamFellows Executive Coach, Rightsteps
WRITTEN BY Tony Greenway
Financial education could be the missing piece to your employee benefits strategy
Employers can boost financial wellbeing through savings schemes, education and support — especially for women and young workers — helping staff feel secure, reduce stress and build long-term resilience.
WRITTEN BY Scott Morrison England Partnerships and Engagement Manager at the Money and Pensions Service (MaPS)
At MaPS, we define financial wellbeing as feeling secure and in control. It’s about making the most of your everyday money, managing the unexpected and being on track for a healthy financial future. Being stressed about money, however, can affect mental and physical health, relationships and work.
Finances impact overall wellbeing and performance
Research from the Chartered Institute of Personnel and Development found that when employees experience financial distress, their wellbeing and job performance suffer. Over a quarter of people (28%) said money worries have impacted work, commonly through lost sleep, health problems, including stress or anxiety and difficulty concentrating or decision-making.1
Supporting employee financial wellbeing
Employers can help by providing financial education, offering resources to manage debt and finances and creating a supportive environment for employees to discuss financial challenges. Implementing a payroll savings scheme can support employees in saving and benefit their overall financial wellbeing.
Funded by MaPS and other partners, the latest NEST Insight report demonstrated that an opt-out approach to workplace savings can help employees to save consistently over time and build their financial security and resilience.
Women’s financial wellbeing
Women can face more financial wellbeing challenges than
men because, on average, women earn less; women make up 72% of the part-time workforce, and only 35% are in full-time employment compared to men (54%).2
They also tend to be the main caregivers for children and elderly parents, often resulting in lower income. This all means women are earning less for both their everyday essentials and savings.3
When supporting women specifically, employers can provide flexible working arrangements to aid those with caring responsibilities, for example.
Supporting younger employees
MaPS research found that a significant percentage of people aged 18–25 are unsure about pensions and how they work.4 For younger employees, businesses can support them to engage early in their income and pension.
By offering pension skills to your younger staff, you are equipping them with a good financial education and ensuring their careers are on the right financial footing. We offer a range of free and impartial expertise that can help employers to increase financial wellbeing for staff.
References:
1. CIPD. 2023. Employee financial wellbeing: a practical guide.
2. Money & Pensions Service. 2024. International Women’s Day: closing the savings and pension gender gap.
3. Money & Pensions Service. 2023. Cross-cutting themes of the UK Strategy for Financial Wellbeing: gender, mental health and ethnicity.
4. Money & Pensions Service. 2025. Businesses have a key role in helping apprentices understand pensions, as only one in ten young people correctly answer basic pension questions.
To create lasting change, wellbeing must move beyond standalone initiatives and become embedded in how organisations perform today and build for the future.
~Gillian Pillans, Research Director, Corporate Research Forum
Gender equity requires being menstruation friendly
While we’re seeing more menopause friendly employers, now we need to break the taboo around menstruation in the workplace.
Talent will vote with their feet and leave organisations that don’t prioritise women’s wellbeing. Ahead of updates to the Employment Rights Bill, including greater emphasis on equality, it’s important to realise two things. First, you cannot achieve gender equality without being menopause and menstruation friendly. Second, legislation alone won’t change workplace culture: that takes committed individuals and supportive employers.
Scale of the problem
An estimated 15,000,000 people menstruate in the UK, 72% of whom are in work (Source: Office for National Statistics). We know 70–90% of women experience symptoms, and 8.4 working days per year are lost due to menstrual health symptoms. Worryingly, one in four women says their menstrual health symptoms have impacted their career. Employers need to act.
Making a start
their best at work and use their feedback to shape a bespoke company policy.
Training will enable employers and line managers to support and signpost their colleagues while educating all staff about menstrual health will help them recognise symptoms in themselves or others. Having opened the topic, it helps to appoint workplace champions to advocate for their colleagues.
The first aim is to normalise conversations around menstrual health by removing the stigma.
Creating a menstruation friendly workplace is neither difficult nor costly, but it does require commitment and care on the part of employers. The first aim is to normalise conversations around menstrual health by removing the stigma. Ask employees what’s stopping them from being
It may take a while before people feel able to speak freely, especially those experiencing complex conditions or the deeply personal issue of fertility problems. Providing easily accessible resources enables employees to find support discreetly.
Trusted by talent
Menstruation friendly employers will benefit from boosting gender equality, increasing employees’ wellbeing, reducing absenteeism and improving productivity. As well as looking after existing talent, being menstruation friendly will attract new people seeking an employer that clearly prioritises workplace wellbeing.
As the Employment Rights Bill thunders through Parliament, responsible employers aren’t waiting to learn the next thing to do. They’re acting now because it’s the right thing to do.
WRITTEN BY
Deborah Garlick CEO and Founder,
Henpicked; Menopause in the Workplace and Menstruation Friendly