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For large employers, workforce wellbeing has evolved from a set of programs into a strategic lever for organizational performance. In an environment defined by constant change, cost pressures and shifting employee expectations, the most effective organizations are moving beyond intention and focusing on execution, aligning their wellbeing strategies with the real, day-to-day experiences of their workforce.

Gallagher's 2026 US Enterprise Workforce Wellbeing Survey highlights both progress and emerging opportunities for employers with more than 5,000 employees. The findings reflect a workforce that remains committed, alongside an opportunity for organizations to build on this foundation and evolve how they support, engage and retain their people.

A strong foundation, with room to accelerate impact

Organizations thrive when their people do. When employees feel supported and able to grow, they bring energy and ideas that move the business forward — making it critical to understand what's shaping the employee experience today.

Encouragingly, employee sentiment remains strong. 64% of employees report job satisfaction and 71% say their organization's success matters to them, reinforcing a solid foundation of engagement and connection. At the same time, feedback points to opportunities to build on that foundation. Strengthening recognition, trust in leadership and feelings of being valued can help translate this connection into deeper loyalty and advocacy.

Overall, the data shows employees care deeply about their work and with targeted focus, organizations can further strengthen engagement and performance.

“
Enterprise organizations don't necessarily need more wellbeing initiatives; they need stronger alignment between where they're investing and what employees experience every day. When that alignment is in place, wellbeing becomes more than a program, it becomes a driver of engagement, performance and long-term impact.
Erin Griffin, area vice president, Enterprise Consulting, Gallagher

Financial wellbeing: A critical lever for workforce performance

Among all dimensions of wellbeing, financial health stands out as both the most vulnerable and a key driver of overall workforce outcomes.

While employees report lower financial wellbeing compared to other areas, the underlying trends are even more telling.

51% of employees are living paycheck to paycheck
87% are seeking more financial wellbeing support from their employer

Financial stress influences far more than finances. It impacts mental health, delays care and reduces overall resilience — making it one of the most important opportunities for organizations to address.

Employers are responding, with nearly three-quarters prioritizing financial wellbeing improvements. The opportunity now is to help ensure those efforts align with what employees need most in their day-to-day lives practical, accessible solutions such as budgeting tools or emergency savings programs, that will help them navigate immediate financial pressures while planning for the future.

Evolving expectations: Flexibility, personalization and simplicity

As workforce needs continue to evolve, so do expectations around benefits and support. Employees are increasingly prioritizing flexibility and personalization — solutions they can adapt to their unique needs, life stages and priorities. Interest is particularly strong in areas such as flexible time off, financial wellbeing solutions and personalized benefits.

At the same time, understanding remains a key challenge. 41% of employees say they wish they better understood their benefits, highlighting the importance of clarity and guided decision-making.

Together, these trends point to a clear imperative: delivering not just more options, but better experiences, where benefits are easy to access, easy to understand and aligned with real employee needs.

From strategy to execution

Organizations are already taking steps to evolve their approach. Many are increasing their investment in wellbeing while also focusing on efficiency, value and measurable outcomes.

This is driving a shift toward more disciplined strategies, including:

  • Prioritizing data-driven insights
  • Streamlining programs and vendor ecosystems
  • Expanding the role of voluntary benefits
  • Leveraging technology, including AI, to personalize guidance and improve access

The organizations seeing the greatest impact are those that aren't only investing more, but investing smarter.

Turning opportunity into impact

The findings underscore a clear theme: the next phase of workforce wellbeing will be defined by execution.

Organizations that lead in this space will:

  • Focus on the moments that matter most in employees' daily experiences
  • Simplify and personalize how benefits are delivered
  • Align their strategies more closely with workforce realities

Wellbeing is no longer a supporting initiative, it is a central driver of engagement, productivity and organizational resilience.

Key takeaways for CHROs and executive leaders

  • Financial wellbeing is foundational: Addressing financial stress is critical to improving overall workforce performance.
  • Engagement remains strong, with an opportunity to build: Organizations have a solid foundation to strengthen connection and advocacy.
  • Employees want relevance, not more programs: Flexibility, personalization and simplicity are increasingly essential.
  • Clarity drives value: Helping employees understand and navigate benefits is just as important as the offerings themselves.
  • Execution is the differentiator: The organizations that align strategy with employee experience will drive the greatest impact.

Download the full report for deeper insights and benchmarking across enterprise organizations.

ACCESS THE REPORT

Sources

"Gallagher's 2026 Enterprise Workforce Wellbeing Report," accessed, 20 July 2026

Disclaimer

The intent of this Survey is to provide you with general information regarding current practice within the employee benefits environment. The data does not constitute recommendations or other advice regarding employee benefit programs, and the user is in no way obligated to accept or implement any information for use within their organization(s). The decision to utilize any information provided rests solely with the user, and application of the data contained does not guarantee compliance with applicable laws or regulations regarding employee benefits. Information provided by the Survey, even if generally applicable, cannot possibly take into account all of the various factors that may affect a specific individual or situation. Additionally, practices described within the Survey should not be construed as, nor are they intended to provide, legal advice.

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