2025

Employee
Sentiment
Study
Valued and Valuable:
Better Decisions to Unlock the
Full Potential of Your People
 Contents About the Report and Data Methodology 3 Chapter 5: Geographical Overviews 70
Participant Figures and Demographic Profile 4 Global 71
Foreword 9 Argentina 73
Executive Summary 10 Australia 75
Chapter 1: Attracting Talent in a Competitive Market 13 Brazil 77
The Demands of Employees 15 Canada 79
The Importance of Customization and Diversity, Chile 81
Equity, Inclusion and Belonging 21 China 83
Jaded and Underserved: Stop the Drain of Senior Talent 25 Colombia 85
The Lure of Flexible Working 29 France 87
What Can You Do? 32 Germany 89
Chapter 2: Addressing Benefits Gaps 34 Hong Kong 91
Adaptive Benefits That Suit Individual Needs 36 India 93
From Immediate Needs to Long-Term Security 41 Ireland 95
What Can You Do? 48 Italy 97
Chapter 3: Achieving a Growth-Ready Workforce 50 Japan 99
Empowered People Empower Growth 52 Mexico 101
The Key to Feeling Valued 59 Netherlands 103
People Who are Prepared for the Future 61 Philippines 105
What Can You Do? 65 Portugal 107
Chapter 4: Conclusion 67 Singapore 109
From Surviving to Thriving 68 Spain 111
United Arab Emirates 113
2
United Kingdom 115
USA 117
 About the Study and Data Methodology
About the Report and Data Methodology

About the Study Data Methodology

This study is based on findings from Aon’s Employee In August 2024, Aon conducted an Employee For clarity, our data points have been rounded to the
Sentiment survey and insights from Aon’s team of Sentiment survey, inviting 9,202 people aged 18-64, nearest whole number. This means sometimes a set of
human capital specialists. It equips senior business, in employment at organizations with more than 500 percentages will not add up to exactly 100 percent.
human resources, and people leaders with insights into employees, across the world, to share their thoughts
In the Geographical Overview section, where a sample
what workforces value and the strategies required to on what workplace initiatives are valuable to them.
size is low, this has been indicated accordingly, and
deliver impactful total rewards, culture and leadership The survey spanned 23 geographies, including: included for illustrative purposes only.
that will fully realize the potential of your people. Argentina, Australia, Brazil, Canada, Chile, China,
The data is weighted by geography, age, gender,
Thank you to our team of human capital thought leaders Colombia, France, Germany, Hong Kong, India, Ireland,
employment status and company size to ensure the
who contributed. Italy, Japan, Mexico, Netherlands, Philippines, Portugal,
results are representative of real world people of this
Singapore, Spain, United Arab Emirates (UAE), United
audience, not just those interviewed.
Kingdom (UK) and the United States of America (USA).
Unless otherwise stated, all data within this report comes
from our analysis of Aon’s Employee Sentiment survey.

3
 Participant Figures

Geographic

Argentina Australia Brazil Canada Chile China

100 500 500 503 102 514

Participant Figures

Colombia France Germany Hong Kong India Ireland

220 500 500 230 510 173

Italy Japan Mexico Netherlands Philippines Portugal

500 502 380 290 263 270

Singapore Spain UAE UK USA

4 482 500 160 500 1003 0-499 500-999 1000+

 Industry

Construction and Financial Financial Food, agribusiness Healthcare

real estate institutions sponsors and beverage providers/services
285 670 591 165 806
Participant Figures

Hospitality/travel Industrials and Insurance Life Natural

and leisure manufacturing sciences resources
159 979 163 84 76

Professional and Public Retail and Sports and Technology, media

business services sector consumer goods entertainment and communications
524 1625 753 61 1075

Transportation Other
5
and logistics 1 Financial sponsors are considered organizations such as
Private Equity, Infrastructure & Real Assets, Venture Capital
556 1162 and Sovereign Wealth Funds. 0-500 501-100 1001-2000
 Demographic Profile

All participants were aged 18 – 64 Company Type Gender

and in employment at organizations
with more than 500 employees.
The demographic profile is as follows.
17%
Demographic Profile

45%

38%

56% 44%
Men Women

45% work at a national company

(multiple operational locations in a given geography)

38% work at a multinational company

(operating in two or more geographies)

17% work at a local company (only in one location)

6
 Role Seniority Company Turnover Duration of Current Employment

7% 12% 7%
21%
8%
8%
20%
Demographic Profile

25%

12% 27%

17%

21%
12%

43% 13% 25%

Founder/owner/president 1% Less than $5m USD 3% Less than 6 months 1%

C-level 7% 5,000,001 - 10,000,000 USD 3% 6 months to < 1 year 3%

Senior director/manager 20% 10,000,001 - 20,000,000 USD 5% 1 to < 2 years 7%

Mid-level management or experienced contributor 43% 20,000,001 - 40,000,000 USD 8% 2 to < 6 years 27%

40,000,001 - 80,000,000 USD 12% 6 to < 10 years 25%

Associate or entry level 25%
80,000,001 - 100,000,000 USD 12% 10 to < 16 years 17%
Other 5%
100,000,001 - 500,000,000 USD 13% 16 to < 20 years 8%

More than 500,000,000 USD 21% 20 or more years 12%

7
I don’t know 21%

Cannot disclose 3%
 Working Style Generations Breakdown

7%
15%

29%
Demographic Profile

40% 54%

53%

Office-based 54% Generation Z – Born between 1997 and 2012 15%

Hybrid – a flexible approach that Millennials – Born between 1981 and 1996 53%
combines working in an office
Generation X – Born between 1965 and 1980 29%
environment and working remotely. 40%
Baby Boomers – Born between 1946 and 1964 4%
Remote/virtual worker 7%

8
 Foreword

In today’s rapidly evolving global business environment, successful

organizations recognize the critical importance of their people. Investing
in their potential, aspirations and resilience is not just a necessity – it is the
foundation for delivering long-term sustainable growth. However, as the
demands on businesses become increasingly more complex, organizations
must navigate changing market dynamics with clarity and strategic focus.

At Aon, we know that building thriving workforces is no single answer that will satisfy workforces at
about more than managing costs – it’s about unlocking scale. Instead, our research spotlights the need for
Foreword

the full potential of your people by aligning health, personalization, to look deeper and listen to the
wealth and talent strategies with your business goals. actual needs of people in markedly different contexts
Nearly three-quarters of business decision makers2 that – whether that is location, life stage, generation,
we recently surveyed expressed concerns about rising or career. Organizations should embrace tailored
workforce costs as they strive to balance investment approaches to deliver value for their people while
with growth. This report offers data-driven insights and also advancing their business goals and objectives.
actionable strategies to help organizations meet these
At Aon, we work with organizations to drive bold,
challenges head-on.
informed decisions, underpinned by analytics,
Compensation and benefits remain pivotal in attracting enabling leaders the ability to unlock the full
and retaining top talent. But beyond remuneration, how potential of their workforces. By leveraging our We are committed to providing businesses with the
can businesses become more attractive to both potential integrated capabilities across health, wealth tools and insights they need to make better decisions
and current employees without escalating costs? The and talent, we support businesses in achieving – decisions that unlock potential, drive sustainable
answer lies in understanding the deeper dynamics of sustainable growth, fostering innovation and growth, and help create a better future for your
workforce engagement, total rewards and optimization. building enduring impact. company, your people and the communities you serve.
This is not about simply adding new programs – it’s
The insights in this report provide a clear roadmap
about ensuring your existing resources work effectively
for where and how to make the right investments Lambros Lambrou
for both your people and your organization.
in your workforce. By taking these actions, you CEO, Human Capital, Aon
9 More than anything else, our research reflects the rich could create an environment where employees not
diversity of people. It shows that while one strategy only thrive but actively contribute to achieving your
might work well for a certain demographic, there is organization’s aspirations. 2 Aon Business Decision Makers Survey, 2024.
 Executive Summary

As competition for talent increases

and technology such as artificial
intelligence (AI) reshapes roles and
skills requirements, human capital
strategies should adapt to keep pace.
Leaders seeking to get the best from
their teams now find themselves
Executive Summary

managing pressures from shifting

employee expectations, a changing
regulatory environment and dynamic
market conditions.

Better understanding of the

expectations of today’s workforce can
help maintain a pipeline of adaptable,
engaged and dynamic talent to help
your organization realize its ambitions.

10
 The Majority of Employees Have Investment in a well-designed benefit strategy that
Their Eyes on Their Next Move embraces difference, and a culture that connects with
your EVP, can positively impact people’s decision-making
A staggering 60 percent of employees surveyed
when choosing an employer. Customizable benefits and
are either moving, might, or will definitely seek new
data-driven human capital strategies help employees feel
employment in the next 12 months. At a time when
seen, heard and valued, empowering them to deliver.
talent competition is fierce and budgets are squeezed,
it’s never been more critical to address employee needs. → Review the top five most influential
characteristics attracting employees.
→ Take a look at the top five employee
Executive Summary

expectations for employers. Too Many Employers are Failing to

Accommodate Differing Needs
Money Talks in the Talent War, but Benefits
and Culture Create Distinction A uniform approach to total rewards might seem like
an efficient solution, but a lack of flexibility has created gaps
In our study, 47 percent of employees ranked the
between what employers provide and what employees want.
provision of better-than-average pay and meaningful
Our study uncovered that this divide is particularly prevalent
benefits as the number one factor influencing their
in the differing needs of employees across generations,
employer choice. In today’s competitive landscape,
income levels, career stages and household makeup.
compensation may seem the quickest way to win the
talent war, but our study reveals that the design of total → Take a look at our Geographical Overviews to see
rewards can fundamentally change the playing field.
what the biggest gaps are and where employers
Beyond immediate rewards, employers should not need to take action, broken down by location.
neglect the importance of culture on influencing
From hybrid working options and talent development to
employee attraction. With 21 percent of employees
retirement savings and life insurance, choice matters.
prioritizing a fun place to work and 20 percent
When it comes to customization of benefits, 72 percent
prioritizing businesses that are a strong fit with their
of employees told us this was important to them, yet
values, employers must consider how their employee
only 41 percent of employees currently enjoy this level
value proposition (EVP) extends throughout the design
of personalization.
of their programs and the culture of their organization.
11
 Ineffective Communication is Hindering The Global Workforce is Underprepared
Employee Utilization of Benefits for the Future of AI
You can’t utilize something you don't know about AI is reshaping every aspect of business – from
or understand, and our study exposes vital gaps in automating processes to enhancing discovery –
communication between employers and their people. challenging people across industries and job roles to
Even for commonly placed benefits such as life and consider how they master this evolving technology,
disability insurance, our results expose that only 38 integrate it into their work and reimagine the value
percent of the employees who consider these benefits they contribute to their employer as a result. However,
Executive Summary

important believe that they have access to them. while business leaders are acutely aware of the need
Against the backdrop of rising pay transparency to reskill and upskill their people so that they are
regulation and increasing employee scrutiny of ready to reap the rewards of an AI-enabled future,
organizational culture, communication with employees our study reveals that employees are less concerned
matters. Strengthening employee engagement through and engaged with this pressure.
meaningful communication helps organizations build Employees believe that training is often made
trust with their people and develop a thriving, engaged available, but they require support in understanding
and motivated workforce. the direction of travel and what it means for them
and the future of their roles in order to better
→ See our Geographical Overviews to understand the
motivate them to develop the skills required.
top-rated communications channels in each location.
→ Explore the data that exposes the gap in AI-
preparedness between leaders and employees.

12
1
Attracting Talent in a
Competitive Market
1
Between six months and one year of
employment, almost a third of new joiners
will seek new employment.
Chapter 1: Attracting Talent in a Competitive Market

Today, businesses must move at a pace never

experienced before. Innovation and adaptability
are no longer differentiators, in a world where
technology and regulatory advancements
intermix with a volatile demographic and
political landscape, they are crucial to survive.

To build and retain the adaptable, innovative

and thriving workforces businesses need, they
must foster a pipeline of ambitious talent.

So, how do you attract and satisfy the most

ambitious talent without inflating costs?

14
1

The Demands of
Employees
Chapter 1: Attracting Talent in a Competitive Market

Sixty percent of employees surveyed are either in

the process of moving employers, might, or definitely
will seek new employment in the next 12 months. Top 5 Most Influential Characteristics
Therefore, attracting talent and continuing to meet Attracting Employees
the expectations of your workforce to ensure they feel
valued should be top priorities for organizations. Provides better
than average pay & 47%
meaningful benefits

Top Employee Expectations Is a fun place

21%
to work
49% say employers should support
employee wellbeing.
45% say employers should help employees Is a strong fit
20%
save for retirement/long term needs. with my values

37% say employers should support women's To see the top five
health (e.g., menstruation, menopause). Provides support employee expectations
18%
for my wellbeing and most influential
37% say employers should provide characteristics
financial education. attracting employees by
36% say employers should support Offers flexible 17% market, please see the
with childcare. working Geographical Overviews.

15
1

“
Are People at Multinationals in it for the Money?
The rise of remote work in the wake of the COVID-19 The cost of providing benefits continues to rise Immediate actions:
pandemic has opened the door to employment globally resulting in budgets being stretched and
Chapter 1: Attracting Talent in a Competitive Market

opportunities that may not have previously been mounting pressure on benefits design and funding. ● Ensure you are prepared for changing
available, helping to increase the appeal of Our clients' attention is shifting focus to making sure
pay transparency regulations.
multinational companies (defined as companies current benefit offerings deliver impact. This requires
with operations in two or more geographies) — a better understanding of what the workforce
● Benchmark your total rewards against
particularly to younger generations of workers. values, to make the right decisions when it comes industry peers.

Lured by the potential for greater remuneration, to designing benefits. The results show that more ● Explore existing and emerging benefits
employees of multinational companies are 12 personalization is required and workforce data, that align with your culture and differentiate
percent more likely to have selected their employer technology and innovation all have a large part to in your market.
based on the provision of better-than-average pay play in making this happen. Benefit technology and
and meaningful benefits than those who work at analytical tools have evolved significantly and now
local or national employers. enable organizations to access data and develop
meaningful insights to understand what’s of value
Our research found that higher-income individuals
to the different generations and segments of the
tend to perceive greater advantages in working for
workforce. With this evolution, technology also
multinational companies, both in terms of benefits
enables a more holistic experience – connecting
(68 percent) and culture (61 percent).
people with their benefits, wellbeing resources and
Money Talks, Benefits Stand Out total rewards as and when needed.
Forty-seven percent of employees globally ranked the Andrew Krawczyk – Human Capital Market Leader,
provision of better-than-average pay and meaningful Europe, Middle East and Africa, Aon
benefits as the number one factor influencing their
employer choice. With increasing regulation driving
pay transparency, and employers aiming to avoid
bidding wars for talent, the opportunity will land on
culture and benefits to really make a discernible
16 difference in talent attraction.
1
Compensation Fairness is a Matter of Perspective
Senior employees have more favorable views of equity than senior employees despite being
compensation fairness compared to their colleagues more likely to believe their pay is unfair.
Chapter 1: Attracting Talent in a Competitive Market

in more junior positions, with 23 percent of lower-level

Compensation fairness perception also varies
employees viewing their compensation as unfair.
by income level, with higher income colleagues
While this contrast may be due to the visibility and control more likely to agree that their compensation is
over pay structures that come with senior roles, our fair compared to similar roles in the industry,
findings suggest that lower-level employees are more than lower income employees.
neutral about the importance of pay transparency and

How far do you agree that your compensation

is fair compared to similar roles in the industry?

Totals Low Income Medium Income High Income

Strongly Disagree 4% 8% 4% 3%

Disagree 11% 14% 12% 10%

Neutral 22% 26% 24% 20%

Agree 47% 42% 46% 49%

17 Strongly Agree 16% 10% 13% 19%

1
Perception of compensation fairness also varies by gender, with women being How far do you agree that your
marginally less likely to believe that theirs is fair compared to similar roles. The gender compensation is fair compared
split becomes more acute in certain geographies where it is likely that social norms to similar roles in the industry?
Chapter 1: Attracting Talent in a Competitive Market

and public discussion around gender influences how much people feel the divide.

50% 49%

45%
Argentina Australia Canada USA

40%
Men are Women are Men are Men are
23 percent more 23 percent more 24 percent more 27 percent more
likely to strongly likely to strongly likely to strongly likely to strongly
30%
agree that their agree that their agree that their agree that their
compensation compensation compensation compensation 22%
23%

is fair. is fair. is fair. is fair. 20%

17%
15%

Women are Men are Women are Women are 11% 12%

26 percent 14 percent 76 percent 18 percent 10%

more likely to more likely to more likely to more likely to 4% 4%

strongly disagree strongly disagree strongly disagree strongly disagree

0%
that their that their that their that their
Strongly Disagree Disagree Neutral Agree Strongly Agree
compensation compensation compensation compensation
is fair. is fair. is fair. is fair.
Men Women

18
1
Low-Income Earners Lack Trust in Their Employers
A lack of trust in the fairness of compensation also This group also told us they have less understanding
correlates with worries about pay transparency for of how their compensation is determined and are less
Chapter 1: Attracting Talent in a Competitive Market

low-income earners. Our study uncovered that low- likely to say that they receive clear and understandable
income earners are 42 percent more likely to have explanations about changes to compensation. Given
no confidence at all that their pay is equitable than this increased sense of uncertainty and isolation, it's
their high-income peers. not surprising to learn that 66 percent are either in
the process of moving employers or are considering
or actively seeking new employment.

26%
Implementing more interactive and engaging
communications targeted to this group of employees,
could be helpful to aid education and understanding
of low-income employees do not believe in this area.
that their company offers equitable pay.

66%
of low-income earners are either in the process
Income levels in this report are based
on annual household income before
tax and are localized to each market –
e.g., “high income” is considered high
of moving employers or are considering / actively
in the participant’s location rather than
seeking new employment.
universal across geographies.

Nevertheless, this income group is more likely to feel

neutral about their company implementing greater
pay transparency policies than high-income earners,
suggesting uncertainty and a lack of confidence in
19
the outcome of this disclosure.
1
Chapter 1: Attracting Talent in a Competitive Market

To what extent do you agree

that you understand how
compensation is determined?
Results of agree or strongly agree (points scored)

80

70 69

60
56
53

40
“
The shift towards greater pay transparency is both
an opportunity and a challenge for organizations,
20
and preparing for it is going to take time. But by
meeting new rules, businesses have the opportunity
to leverage pay transparency to improve trust,
performance, retention and mitigate people related
0
Understand how Receive clear and
risk — strengthening organizational culture and
their compensation understandable the reputation of your business as an employer.
is determined explanations about changes
to their compensation Anthony Poole – Partner, Human Capital,
20 Low Income High Income Europe, Middle East and Africa, Aon
1
The Importance of Important Factors Influencing
The Perception of Employers
Customization and #1 Ranking factor associated

Diversity, Equity,
with perception of employer

Inclusion and Belonging

Chapter 1: Attracting Talent in a Competitive Market

After Compensation and Benefits, DEIB is the Most 24%

Important Factor Influencing Perceptions of Employers
In today’s employment market, values matter. In
our survey, respondents expressed the increasing
importance they place on working for organizations 7%
that can increase the representation and engagement
of different groups, ensure fair treatment of all, and
provide a workplace that fosters a sense of stability, 18%
purpose and meaning. 14%

16%

Compensation and benefits 24%

Diversity and inclusion 18%

Stability and security 16%

Work-life balance 14%

Environmental and social responsibility 7%

Leadership and management 5%

Career development 5%

Company culture 4%
21
Company reputation 4%

Wellbeing 4%
1
Chapter 1: Attracting Talent in a Competitive Market

Customization of Benefits Key for Employees

Willing to Make the Trade-Off With Pay
Forty-two percent of respondents told us that they
would be willing to sacrifice pay for better benefits,
highlighting the importance of designing, implementing

42%
and communicating a compelling total rewards offer in North Americans are less In contrast,

69%
the quest to fully realize the potential of your people. willing, with only

19%
Those willing to sacrifice pay are generally more
satisfied with their benefits and place high importance of employees globally are
on customization, with 81 percent valuing the ability to willing to sacrifice pay for in United Arab Emirates and
tailor their package.

69%
better benefits. in Canada and

26%
Conversely, those unwilling to sacrifice pay are more
likely to be dissatisfied with their current benefits and
less able to customize their benefits with 61 percent
22 unable to do so. This highlights a split between in Brazil would be willing
employees who value financial compensation over in the U.S. prepared to to sacrifice pay for a better
benefits and those seeking more personalized support. accept this trade-off. choice of benefits.
1
After the First Six Months, it’s
Employers Who Go on Probation

50%
Chapter 1: Attracting Talent in a Competitive Market

of employees who have been in a company for

less than six months might seek new employment.

Between six months and one year,

31%
of employees say they will definitely seek
new employment, with it decreasing steadily
each year up to 10 years in employment.

After 10 years employees become less likely

to seek new employment to the point where

68%
of those who have 20 years or more say they
will definitely not seek new employment.

23
1

Tenure vs Likelihood to Seek New Employment

Chapter 1: Attracting Talent in a Competitive Market

70%

60%

50%

40%

30%

20%

10%

0%
Less than 6 months to 1 to 2 to 6 to 10 to 16 to 20 or more
6 months < 1 year < 2 years < 6 years < 10 years < 16 years < 20 years years

Definitely will seek new employment Definitely will not seek new employment

24
1
Jaded and
Underserved: Stop the
Drain of Senior Talent
Are People Aging Out of Benefits,
Chapter 1: Attracting Talent in a Competitive Market

or Just Becoming Skeptical?

Generation X and Baby Boomers surveyed are the
most dissatisfied with their work benefits. Younger
generations report higher satisfaction, indicating
benefit packages may be more aligned with their
needs. Generation Z and Millennials express
the highest satisfaction, with 68 and 69 percent
respectively, agreeing that their rewards package
meets their needs.
In the quest to attract new, young talent, some
employers may have over rotated the needs of
Generation Z and Millennial employees, but as people
continue to work longer, supporting the needs of a
multigenerational workforce will become increasingly
important. Having greater appeal to experienced
and diversely skilled workers could attract a valuable
talent source overlooked by others.
This generational gap highlights the importance
of tailoring benefit offerings and suggests that
addressing the evolving needs of older workers,
through enhanced healthcare or retirement support, Generation X and Baby Boomers are the
most dissatisfied with their work benefits.
for example, could bridge the satisfaction divide and
better support a multigenerational workforce.
25
1

Don't Overlook Skills Development

for Older Colleagues
Twenty percent of empty nesters (parents over 50)
Chapter 1: Attracting Talent in a Competitive Market

surveyed believe their employer does not provide

adequate opportunities for professional growth,
and 17 percent are dissatisfied with training and
development programs.
Providing increased mobility within your organization
helps create rewarding pathways and maximize
employee agility. In a competitive talent market,
retaining trusted and knowledgeable employees helps
strengthen organizational resilience and can reduce
the financial costs associated with recruitment.
Having a clear skills strategy that provides
development opportunities at key milestones across
people’s lives could help retain talent and foster
future leaders.
Baby Boomers are 83 percent more likely to be not
at all confident that their employer is investing in the
skills development and training that will prepare them
for the future of work.

26
1
Multigenerational Needs Number of Employees Who Describe
Every generation has its own distinct values and needs Their Wellbeing As Thriving
that go beyond usual age-related differences. Our By Generation
Chapter 1: Attracting Talent in a Competitive Market

research shows there is no single answer that will satisfy

workforces at scale, so organizations need to embrace
25%
tailored approaches to deliver value for their people.
21%
When it comes to describing their current wellbeing,
20%
Generation Z and Millennials are more likely to say 19%

that they are thriving than their Generation X and Baby

Boomer counterparts.
15%
Social factors matter to Generation Z, impacting their
experience of the workplace. While all age groups 11%

cite work, health and financial concerns as having the 10%

biggest impacts on their wellbeing, Generation Z is 66 7%

percent more likely than all other generations to say that

“
5%
their social life has a significant impact on them.

Designing an employee value proposition that

0% meets multigenerational needs is critical to
Generation Z Millennials Generation X Baby Boomers widening the pool of available talent, particularly as
life expectancy increases and people are working
longer. By understanding the common needs and
desires of each generation, businesses can tailor
To see the breakdown in the top benefits plans and communication strategies that resonate
by generation globally and by geography, with distinct groups in a much more targeted way.
see the Geographical Overviews.
Stephanie DeLorm – Global Total Rewards
Proposition Leader, Aon
27
1
A Spotlight on the Technology,
Media and Communications Sector
From an industry perspective, employees surveyed in
Chapter 1: Attracting Talent in a Competitive Market

the technology, media and communications sector tend

to view multinational companies favorably, with a higher
percentage of respondents believing in better benefits
(73 percent) and company culture (72 percent). Despite
this, they are more likely to be actively seeking new
employment opportunities, suggesting a more accepted
culture of mobility within these roles.

“
Our data shows that the technology, media and
communications sector is the third highest performer
when it comes to delivering a range of benefits. But
the persistent desire to seek new employment would
suggest that these benefits alone are not enough
to retain talent. The technology and support exists
for companies to create flexible compensation and
Technology, media and communications
benefits strategies which secure and nurture the
sector employees at multinationals are

59%
talent most needed for the business and employees
to thrive. Paired with a culture that champions a
sense of belonging, this enhanced approach to total
rewards will help employees feel seen and valued by
their employers. more likely to say they will definitely
Andrew Cunningham – Human Capital Chief Commercial seek new employment than everyone
28
Officer, Europe, Middle East and Africa, Aon else in the study.
1

The Lure of Flexible To what extent do you feel like a valued member of your team?
By working style
Working
Chapter 1: Attracting Talent in a Competitive Market

80%

Contact Time with Your Employer 67%

is Important for Feeling Valued 58%

60%
The shift toward flexible working models, including 53%

hybrid, has been rapid in the wake of the COVID-19

pandemic, but not everyone remains fully convinced 40%
of the supposed benefits, which include greater
27% 28%
work-life balance and enhanced wellbeing. 23%
20%
Our data reveals that hybrid workers feel the most 20%

valued. Fully remote employees are 52 percent more 14%

10%
likely to feel undervalued and office-based workers
are 10 percent more likely to feel undervalued. 0%
Very little OR Neutral Somewhat valued OR
In locations like Japan and the UK, there is greater somewhat undervalued very valued
skepticism about flexible working, particularly
regarding its effects on career progression and social
Office based Hybrid Remote / virtual worker
connections. This indicates that organizations in these
markets may need to enhance their communication,
support and management practices to fully harness Navigating the intersection of traditional working models with emerging trends
the benefits of flexible working. For markets like the remains a complex challenge for employers and striking the right balance requires
UK where new flexible working legislation is being careful consideration of employee needs, company culture, leadership training
introduced,3 employers should pay particular attention and operational requirements. Fostering open dialogue with employees about
to how they ensure employees continue to feel valued what works best for them can help organizations gain the insights needed to
while new patterns of working emerge. inform decisions that promote employee satisfaction, productivity and wellbeing.
29

3 Flexible Working UK Government, 2024.

1 Career-Developing Generation Z’s are Quick to Believe
Flexible Working Will Benefit Career Progression
Flexible working models have undoubtedly reshaped Once in mid-level and senior roles, Generation Z is are encouraged to balance these positive sentiments
the workplace. While generation perspectives are often significantly more likely than any other generation to while ensuring managers have the oversight needed to
seen as a marker of acceptance of new working models, say that flexible working has a positive impact. support and progress young talent.
our survey has discovered that where an individual is
Career-progressing Generation Z’s also believe that The outlier in perspectives on flexible working is Baby
on their career path plays an equally important role in flexible working will have a positive impact on their Boomers. Having completed the majority of their careers
shaping perspectives.
general social interaction, connection with their team within a workplace setting where success was closely
Chapter 1: Attracting Talent in a Competitive Market

Focusing on Generation Z, those in entry level roles are and connection with their employer. As newer entrants tied to visibility, in-person interaction and networking,
less likely to think that flexible working has a positive to the workforce, this generation is likely to associate they are least convinced of its benefits and are less
impact on career progression compared to those in flexible working with a degree of autonomy over their likely to believe flexible working will have a positive
higher positions. working lives and trust from their employer. Employers impact on career progression.

Positive Impact of Flexible Working

Percentage of respondents who stated flexible working
has a positive impact on the following aspects

100%

83%
80% 80% 80%
75% 71%
68% 68%
64% 65% 61% 60% 60% 58% 56%
60% 58% 55% 56%
54% 53% 53% 53% 53% 54%
50% 51%
47% 49% 48% 44%
50% 46%
43%

25%

0%

30 Work-life balance Career progression Health and fitness Childcare Eldercare General social Connection Connection
interaction with my team with my employer

Generation Z Millennials Generation X Baby Boomers

1
Beware the Value of Remote Working in
Locations Where Space is a Premium
Although remote and hybrid working has become more
Chapter 1: Attracting Talent in a Competitive Market

commonplace globally, locations like Japan and Hong Kong

still favor traditional office settings. This preference could
be driven by the high cost of residential property in these
locations,4 and a potential lack of space needed to work
comfortably at home could be driving the appeal of working
in a dedicated office space. Local culture will also play a
significant factor in shaping perceptions. Multinational
organizations hoping to provide equitable global rewards
should be mindful of these variances when considering
the implementation of remote working.

Japan has the largest percentage

of office-based employees at

80%
China, Hong Kong and Japan all have the

lowest rates
of fully remote workers.
31

4 How much property will $US1 million buy you across the world? Knight Frank, 2023.
1
Chapter 1: Attracting Talent in a Competitive Market

What Can You Do?

Attracting and retaining talent requires a deep
understanding of what people value, making human
capital data fundamental to an organization’s ability to
meet evolving needs. Knowing what drives employees,
what could enhance their performance and increase
their engagement is the key to unlocking compelling
human capital strategies that build a thriving workforce,
capable and committed to accelerating business growth.

32
1
Actions
Chapter 1: Attracting Talent in a Competitive Market

Build a compelling and sustainable employee Put your total rewards strategy at the Take a proactive approach to diversity,
value proposition (EVP). heart of your people strategy. equity, inclusion and belonging (DEIB).
Address the differing needs of generations and Focus on personalization to keep up with workforce Create a workplace that helps employees achieve
meet shifting employee preferences to attract and changes and show value to potential employees with their full potential at work, have purpose, and feel
retain talent: the right mix of total rewards elements: like they belong:
● Build personas informed by data to discover ● Utilize data insights and benchmarking to ● Embed the importance of DEIB through practice
what motivates current and potential employees. determine the competitiveness of pay and as well as policies.
benefits.
● Reinforce the EVP during pre-boarding ● Have a strategy to address pay transparency
and onboarding programs to foster a more ● Use data to continually assess employee and benefits equity.
meaningful connection with employees early on. perceptions and review employee offerings. ● Create an environment of “psychological safety”
● Focus on career progression, reskilling, and ● Give employees access to information about their where everyone feels comfortable talking about
upskilling. compensation, benefits, and other rewards so their specific perspectives and needs and are able
that you can provide a better understanding and to raise concerns.
● Develop and communicate a strong cultural
appreciation of what is being provided.
identity. ● Leverage data to benchmark performance
● Allow employees to customize their benefits to and track the progress of DEIB strategies.
● Regularly review and adapt the EVP to reflect
what is of value to them.
changing employee and market expectations.

33
2
Addressing
Benefit Gaps
2
Chapter 2: Addressing Benefits Gaps

Our research shows that there are

key areas where employees are being
underserved, where inequitable
benefits are contributing to negative
wellbeing or preventing employees
from reaching their potential.

What are the most important benefits

that will keep people feeling valued,
35
and how should employers address
the underserved?
2
Adaptive Benefits That
Suit Individual Needs
Tailoring Benefits to Life’s Journey
Personalized benefits enable employees to adapt what’s
valuable to them to suit their needs at a given point of
Chapter 2: Addressing Benefits Gaps

time in their life. But as organizations juggle the needs

of multigenerational workforces, too many benefit plans
still fail to meet workers' individual needs. Moreover,
some organizations can face barriers in delivering
personalized benefits when attempting to make
decisions based on tax efficiency rather than employee
value. Matching those two distinct needs can be done,
but businesses should leverage technology to empower
employees to be more creative with their choices.
Every generation prioritizes its health and wellbeing.
While Generation Z, Millennials and Generation X have
similar needs when it comes to their most demanded
benefits, with a focus on their current protections and
development, Baby Boomers understandably have their
sights on their future financial security. While this is
not a surprise, it highlights an opportunity to increase
communication with younger employees to help them
understand the value of engaging with their retirement
savings much earlier.

36
2 Top 5 Valued Benefits by Generation

Generation Z Millennials Generation X Baby Boomers

Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964

Medical Medical Medical

Retirement
01 coverage/health coverage/health coverage/health
savings
insurance insurance insurance
Chapter 2: Addressing Benefits Gaps

Work-life balance
02 Paid time off Paid time off Paid time off
programs

Medical
Work-life balance Retirement
03 Paid time off coverage/health
programs savings
insurance

Career Career Work-life balance

04 Dental insurance
development development programs

37 Retirement Retirement Career Work-life balance

05
savings savings development programs
2

“
Compensation and benefits remains the number one
feature attracting employees, and it appears that the
majority of employees seek instant rewards rather
than those with delayed gratification. Employers make
Chapter 2: Addressing Benefits Gaps

significant investments in retirement benefits, but it’s

clear that employees need constant reminders about
the long-term value that is provided through these
programs.
The great reset of the post-pandemic not only drove
employees to change their work-life balance priorities,
but also stirred up new regulations such as the
right to disconnect from work to focus on personal
priorities. The prominence of PTO programs and work-
life balance is an expected signal to employers that
there is still work to be done addressing inequities in
people’s lifestyles. We’ve seen a rise in organizations
revisiting and strengthening policies around general
leave, parental, carers, bereavement leave and more -
and this result would suggest there is more to come.
Byron Beebe – Global Chief Commercial Officer,
Human Capital, Aon

38
2
Negative Wellbeing Might be an Indication You
Need to Consider How to Personalize Benefits
Our study uncovered that specific benefits,
such as savings/insurance plans (46 percent),
women’s health support (41 percent) and
mobility perks (33 percent), are more valued by
those with negative wellbeing. This indicates
that targeted benefits could play a crucial role in
Chapter 2: Addressing Benefits Gaps

improving satisfaction for employees struggling

with their wellbeing.

50%
of employees are not able
to customize their benefits.

8%
are unsure whether they can
Employees Want Autonomy to Adapt
Benefits Without Sacrificing Pay
Universally, employees want more autonomy over the In a volatile economic environment where personal
customize their benefits.
benefits they receive, with 63 percent of employees finances may be increasingly stretched, more than half
telling us that they would be willing to sacrifice existing (58 percent) of employees say they would rather not

72%
benefits for a better choice of benefits. However, only sacrifice pay for a better choice of benefits. However,
41 percent of employees stated they were able to when we look at the breakdown by generation, younger
customize the benefits they receive, highlighting an generations are more willing to sacrifice pay for a better
39 opportunity for those employers who are not currently choice of benefits. This willingness steadily declines
believe benefit customization offering flexible benefit programs, to implement these with each older generation.
is important or extremely important. to offer greater choice and value for employees.
2
Sacrificing Pay For Benefits
Would you be willing to sacrifice pay
for a better choice of benefits?
58%
of employees would rather
not sacrifice pay for a better
80%
Chapter 2: Addressing Benefits Gaps

choice of benefits.
73%

63%
70%
65%

60%
56%

52% of employees would be willing

50% 48% to sacrifice existing benefits
44% for a better choice of benefits.

40%
35%

30%
27%
“
As well as meeting the unique needs of
your workforce, personalized benefits also
20% demonstrate a meaningful commitment to
employee wellbeing that can be a compelling
motivator to both current employees and
10%
potential hires. But just as critically, they
help organizations to optimize their spend,
avoiding the financial drain of services that
0%
Generation Z Millennials Generation X Baby Boomers
aren’t of use or appealing to your workforce.
40
Susan Fanning – Head of Wellbeing Solutions,
Yes No APAC, Aon
2

From Immediate Needs

to Long-Term Security

“
Social Mobility Might be Held Back by Inequitable Benefits
Chapter 2: Addressing Benefits Gaps

Employees in lower income brackets are 30 percent less Inclusive benefits are the cornerstone of a thriving
likely to receive benefits linked to career development workforce culture. When employees are empowered
and training than those in the highest income bracket, by the right mix of support and protections, they
compounding inequalities across workforces and limiting become happier, healthier and more productive,
social and professional mobility. These employees are freeing them up to focus on their professional
also 32 percent less likely to receive PTO benefits than growth and contribute to an organization’s future.
their highest-income colleagues, potentially impacting the
Farheen Dam – Head of Health Solutions,
wellbeing of lower-income employees.
North America, Aon
Being less likely to receive career development and
training benefits appears to also impact awareness of
their value. Our study found that high-income earners The Juggle is Real for Single Parents
are more likely to value career development and training Who Face Increased Financial Stress Single parents are more than
initiatives than low-income earners. Instead, low-income Unsurprisingly, single parents report greater financial twice as likely to be experiencing
earners appear to be more focused on immediate needs stress than a caregiving couple or a non-parent. financial difficulties and are

85%
and coverage rather than long-term investment in their This driver makes single parents more likely to seek
career - being more likely to desire protections such as benefits that meet their immediate needs over long-
critical illness coverage, mobility perks, and unlimited term financial support. The demands of caregiving and
time off than other employees. the increased burden of responsibility also lead single
parents to be more likely to value increased PTO and more likely to be extremely
work-life balance programs. unsatisfied with their benefits.

41
2 The Under-Communicated Safety Net:
Life and Disability Insurance
Perhaps the most glaring perception gap between benefits
provided and benefits needed is life and disability
insurance benefits. Only 38 percent of the employees who
consider these benefits important reported that they have
access to them. However, life insurance is a well-
established benefit globally, so it is likely that this result is
being driven by a lack of awareness by employees. This
highlights a need, and an opportunity, to improve
Chapter 2: Addressing Benefits Gaps

communications around this benefit where companies

could greatly enhance the understanding of this support
offered for their long-term security and enhance employee
wellbeing.
Enhance Employee Satisfaction with Emotional
Wellbeing Support and Dental Insurance
Eighty percent of people say that health and wellbeing
benefits are important to them, and 79 percent report to
actually receive them, but there are significant gaps in
specific areas. While only 27 percent have access to dental
insurance, over half (51 percent) say that they value it at
their current life stage, making it the fourth highest benefit
that employees both have and value.
Emotional wellbeing services are also underprovided,
reaching just less than a quarter of employees (21 percent).
When asked to rank which five benefits would be of most
value at their current life stage, 20 percent of employees
selected dental insurance and 13 percent chose emotional
wellbeing support. Expanding coverage to include dental
and emotional wellbeing services could enhance overall
employee satisfaction and prove to be an appealing benefit
42 to potential recruits.
2 Low-Income Earners are Chronically Stressed and
Report Their Benefits Don’t Meet Their Needs
The responses from low-income earners paint a These employees are also much less likely to feel
worrying picture of the mental and physical wellbeing that their employer is taking the necessary actions to:
of this demographic. When compared to high-income ● Protect their health and safety.
earners, low-income earners are 30 percent more likely
to be chronically stressed at work and more likely to
● Protect and improve their health and wellbeing.
feel overworked. This group is also less likely to trust ● Provide sufficient information about benefits
technology to improve their health5 and more likely to and choices.
report that their total rewards do not meet their or their ● Provide easy access to benefits.
family’s needs.
Chapter 2: Addressing Benefits Gaps

How often do you experience high stress levels at work on a daily basis?
By income level “
Aligning total rewards to employee needs can
transform the employee experience, but low-income
49%
earners clearly do not feel their needs are being
50% 48%
met in the same way as their colleagues with higher
43% compensation. Addressing this imbalance must become
40% a priority for businesses to help their people become an
engaged, committed and resilient workforce that can
31%
29%
power future growth and innovation while feeling more
30%
26% 27% valued and rewarded in the process.
24% 23%
Max Saraví – Head of Human Capital, Latin America, Aon
20%

Low-income earners are

30%
10%

0%
Never OR Rarely Sometimes Often OR Always

more likely to be chronically

43
Low Income Medium Income High Income stressed at work.

5 GWI Market Research Data – GWI Core Q1-4 2024.

2
Use Benefits to Help Reduce
Employee Stress Levels at Work
With many economies dealing with inflationary
environments that place additional pressures on the
lowest earners, businesses should consider designing
Chapter 2: Addressing Benefits Gaps

reward programs that not only meet their immediate

needs but better protect employees from unexpected
events that could further worsen their position.

Employees with life and

disability insurance were

10%
less likely to report being chronically
stressed (often or always stressed) at work.

Employees with access to work-life

balance programs were

20%
less likely to report being often
or always stressed at work.
44
2

There is No One-Size-Fits-All for Total Rewards

Our study reveals that there are clear gaps between
what employers provide and what employees want, Immediate actions:
driven by a uniform approach to total rewards. The data
reveals dividing lines in needs – across generations, ● Gain an understanding of employee
income levels, career stage and household makeup. preferences, utilizing employee listening
If employers want to foster a thriving workforce, tactics such as surveys and data analytics.
they should look to provide far greater flexibility and ● Leverage online benefit tools to offer
empower employees to make the choices that are not employees flexibility and maximize return
only right for them in the immediate term but help on benefit spend.
sustain them into the future.
● Assess where existing benefits are being
Only 41 percent of employees stated they were able to underutilized by specific populations
customize the benefits they receive, yet 72 percent said who would appreciate them and enhance
this was important to them. awareness and understanding through
Forty-two percent of employees say they are willing to effective communications and training.
sacrifice pay for better benefits, and 63 percent are
willing to sacrifice existing benefits for a better choice of
benefits. This shows a large opportunity for employers
who are not currently offering flexible benefit programs
45 to implement these to offer greater choice and flexibility.
2 Employers Should Help Employees Build Financial about their current finances, while potentially creating
Security Through Better Communication financial stress in the future that impacts the quality
Our survey results identified a correlation between and date of their retirement. That isn’t great news for
financial security and appreciation of financial education employers either, who, as a result, may be impacted by:
and advice. Whether it’s because of proactive financial ● Reduced productivity of financially stressed
planning or reduced financial anxiety, employees who employees, resulting in an average of 8.1 hours
consider themselves to be financially comfortable are of lost productivity per employee per week.6
eight percent more likely to feel like financial education
● The cost of an aging workforce who can’t afford to
or advice are of value to them at their current life stage.
retire – a one-year delay in retirement age can cost
In contrast, only five percent of those experiencing
Chapter 2: Addressing Benefits Gaps

employers 1-1.5 percent of their total workforce costs.7

financial difficulties said that this benefit was valuable
Not only do employees need better access to financial
to them. Instead, they prioritize essential benefits like
education and guidance, but organizations must improve
medical insurance (68 percent) and paid time off (59
their communications around this issue. Using behavioral
percent). This highlights an opportunity for employers
finance to help employees better understand their own
to support employees with targeted communications on
behavior to money can help make them more confident
how financial education benefits can support them.
to take advantage of available benefits and support both
Employers that Provide Retirement Savings their current and future financial security.
Plans aren’t Maximizing This Benefit

“
Globally, there are significant disparities when it comes
to the number of employees that receive retirement
savings. While the uptake and engagement with employer
retirement and savings plans is expected to vary by
Despite the stark variations in offerings of retirement
geography depending on the state provision, what is
savings, one thing is consistent: The majority of
particularly striking is the opportunity for employers
employers that offer this benefit are failing to provide
to improve the financial wellbeing of their employees
financial education or guidance alongside it. In some
– and subsequently their overall satisfaction with
geographies, just two percent of employees report to
their employer – by directing resources towards
receive access to this benefit, creating the potential
education and guidance.
for a significant knowledge gap that impacts both
employees and employers. Without financial confidence, Ji Chuan Leong – Partner, Wealth Solutions,
employees may struggle to make informed decisions North America, Aon

46
6 Navigating Financial Stress: Empowering Employees, Forbes.

7 Why should employers care about the cost of delayed retirement, Prudential.
2 Financial Education, Guidance and Support Improve
Employee Satisfaction With Overall Benefits
Don’t Write Email Off: Globally, Email Is
Still Employees' Preferred Communication
Employees dissatisfied with their rewards package often With so many critical messages to communicate to
lack access to key benefits, including voluntary benefits, employees, leaders may find themselves wondering
financial guidance, and financial education. Only half which approach is the most effective way to connect
of employees (51 percent) who value retirement and to and engage their people.
financial wellbeing currently receive these benefits, Despite modern life often creating email fatigue,
leaving a significant portion of the workforce potentially employees told us that it is still their preferred method
unprepared for their financial future. of communication with their employer. With the
added growth in hybrid and remote working, email
In addition, globally can often feel like the quickest route to send and

37%
receive communication, but with the complexities of
intercultural workforces combined with email fatigue,
face-to-face communication can not only ensure that
messages are being well conveyed and understood, but
of employees say they expect their employer the contact time can help employees feel appreciated.
to provide financial education. Yet only
Globally, 52 percent of employees preferred important
11 percent report that they receive it.
communications to come via email, followed by one-
to-one meetings (42 percent) and internal company

“
websites (31 percent). However, in some locations a
more personal approach is appreciated; Netherlands,
Our data paints a clear picture that employers Philippines, India and France favor one-to-one
are keen to provide financial wellbeing benefits meetings. Respondents in Brazil, Chile and Mexico
— whether pensions, savings, share schemes or value short-form communication, putting text message/
investments — but very few support their employees WhatsApp alerts in their top three communication
with the financial guidance and education they need methods. For global businesses, understanding these
to get real value out of them. If employees are better nuances and tailoring communication strategies at
equipped with the information and understanding on a local level could prove pivotal when it comes to
how to ensure these benefits are really working for increasing employee engagement.
them, they would likely have a more favorable view
of their total compensation.
Oliver Walker – Senior Partner, Global Financial
47 Wellbeing, Aon
2
What Can You Do?
By becoming better informed about the pressures
facing the different demographics of your workforce
and understanding how needs can greatly vary among
Chapter 2: Addressing Benefits Gaps

underserved and forgotten populations, employers

can reshape their employees' perception of their
organization. Taking targeted action today could be
as straightforward as providing greater education and
guidance that enable employees to better access and
utilize existing financial benefits.
Leveraging personalized, flexible benefits supports
employees' unique needs, while also rewarding
businesses with an improved return on investment.
However, it can be almost impossible to deliver this
approach to benefits at scale through management
tactics alone. Instead, organizations should look to
benefit from technology solutions to help them deliver
more targeted options to their people — empowering
employees to make choices that are right for them at
any given moment in their lives, while capturing a clearer
picture of their people’s needs and the trends across
different demographics.

48
2
Actions

Leverage data for a deeper understanding Make employee benefits provision Embrace personalized benefits and
Chapter 2: Addressing Benefits Gaps

of employee needs. work for everyone. digital solutions.

Make more informed decisions about which people Focus on equitable and inclusive benefits to support Meet the diverse needs of today’s modern
strategies to invest in with human capital analytics: each employee’s unique needs and circumstances: workforce while also controlling costs with highly
personalized benefits, delivered via simple and
● Analyze benefit data to determine the benefits ● Understand if you have underserved populations
engaging digital experiences:
employees need and want and better understand and address the specific health and wellbeing
cultural nuances and geographical differences. needs that arise due to race, gender, sexual ● Invest in flexible benefit technology that enables
This will support strategic benefits design. orientation, gender identity, socioeconomics employees to choose benefits of value to them.
and more.
● Benchmark your compensation and benefit ● Provide access to reward and benefit information
offerings to understand how competitive you ● Consider incorporating additional support in a simple online hub, which employees can
are and areas for improvement. services, such as health screenings, carers and access anytime, anywhere and on any device.
menopause support, to help retain experienced
● Use enhanced data to personalize health and ● Leverage digital tools to deliver targeted
and knowledgeable employees.
wellbeing solutions. personalized communications to employees.
● Build attractive family benefit programs that For example, helping employees achieve financial
● Monitor hiring and retention trends across your
go beyond standard maternity and paternity wellbeing via savings goals and plans and
workforce to address skills gaps and target
leave to accommodate diverse family needs utilizing analytics to optimize and communicate
talent pools.
both financially and practically, including fertility personalized investment strategies.
treatment, support for adoption and surrogacy,
carer benefits and flexible working.

49
3
Achieving a
Growth-Ready
Workforce
3
Satisfied employees deliver greater levels
of productivity and performance,8 yet too
many businesses are failing to deliver
employee support equitably, creating a
considerable divide in employee resilience.
Chapter 3: Achieving a Growth-Ready Workforce

Our data shows that those in higher positions within a

business are most likely to be satisfied with their benefits
and compensation, and more likely to be thriving. In stark
contrast, those without any benefits at all are more likely to
be struggling. Employee wellbeing can be a valuable barometer
of employee satisfaction, indicating how productive, engaged
and motivated a workforce is likely to be. Explore the data
that will help support employee performance and productivity
and reap the rewards of a thriving, growth-ready team.
Are businesses creating their own microcosms of inequalities?
How can they help amplify positive outcomes through targeted
employee support? Moreover, how can they protect the future
readiness of their workforce?

8 Happy workers are 13% more productive, Oxford University Saïd Business School, 2019.

51
3
Empowered People
Empower Growth
If You Feel Good, You’ll be More Satisfied
With Your Employer Benefits
Chapter 3: Achieving a Growth-Ready Workforce

Individuals with positive wellbeing report significantly

higher satisfaction with employer benefits compared
to those with neutral or negative wellbeing. This
suggests that overall wellbeing strongly influences
how employees perceive and value their benefits.
Four in five individuals with positive wellbeing stated
they are satisfied/extremely satisfied with their current
benefits. In contrast, satisfaction drops for those with
neutral or negative wellbeing, with 58 percent of those
who feel neutral being satisfied/extremely satisfied
with the benefits offered, while 48 percent of those
who feel negative say the same. The difference in
satisfaction is more pronounced among those with
negative wellbeing, indicating that dissatisfaction with
personal wellbeing might correlate with dissatisfaction
with employer benefits.
Recognizing the positive impact of employee benefits
has the potential to strengthen employee engagement,
loyalty and motivation. It also highlights the importance
of delivering support that meets people where they are
at and providing appropriate support, at the right time.

52
3
Chapter 3: Achieving a Growth-Ready Workforce

Geographic Disparities in Benefits Satisfaction

The top five locations where people are most likely to be

unsatisfied or extremely unsatisfied with their benefits
packages are:

01 02 03 04 05
Portugal France Italy Japan Argentina

See our Geographical Overviews for a more detailed

view of benefits perceptions by location.

53
3 The Unexpected Value of Travel
Only six percent of employees rank having travel
opportunities, such as the option of relocation,
as important to them at their current life stage.
However, our findings showed 64 percent of employees
who receive travel opportunity benefits, such as the ability
to relocate to other locations, consider themselves to
be thriving or generally good, making travel opportunity
Chapter 3: Achieving a Growth-Ready Workforce

the most influential benefit when it comes to wellbeing,

quickly followed by financial advice (62 percent).
This disparity suggests that job seekers don’t know that
it can be a hugely positive experience, and employers
could do more to educate new recruits on what travel
opportunities can deliver for them. Amid the rising
popularity of “digital nomads,” this could be an opportunity
for employers to gain a competitive advantage.

16%
of employees currently receive travel
opportunities (such as relocation).

6%
of employees consider this of
value at their current life stage.
54
3
Hybrid Working Helps Employees Thrive Employees are

8%
Many organizations remain in a state of flux when it
comes to settling on how the workplace should look
in a new era of flexible working models. From global
Chapter 3: Achieving a Growth-Ready Workforce

multinationals to smaller scale entities, leaders are

more likely to describe their wellbeing as
still navigating the challenge of balancing the needs
thriving or generally good if they work hybrid.
of the business with the demands and expectations of
employees, creating an urgency to dig deeper into the
impacts of these decisions.
Employees are

28%
Our study revealed a clear correlation between more
flexible working patterns and employee wellbeing, with
hybrid workers more likely to describe their wellbeing as
thriving or good. However, having less contact time with

“
colleagues and managers can create significant risks that more likely to describe their wellbeing
employers must address. Not only are fully remote workers as struggling if they are fully remote.
much more likely to describe their wellbeing as struggling, Redefining the ‘new normal’ when it comes to
they are also significantly more likely to feel undervalued the evolving landscape of work can be a complex
by their employer. and time-consuming exercise for leaders. But
Fully remote employees are
the unique demands of every business demand

52%
Office culture clearly still has an important role to play
in the engagement and satisfaction of employees, an equally personal response — one that works
highlighting the importance of devising workforce for both the organization and its people.
strategies and communication methods that support all Lisa Patel – Head of Health and Talent Solutions,
styles of workers and foster a stronger sense of belonging. more likely to feel undervalued. EMEA, Aon

55
3
Chapter 3: Achieving a Growth-Ready Workforce

Remote Work Can Open Access

to Opportunities Overseas

“
For some employees within Latin America
flexible working is perceived as a way of
enabling them to get higher-paid jobs and
access jobs in different geographies through
remote working.
Carlos Ferreyra – Head of Advisory &
Specialty, Human Capital, Latin America, Aon

56
3
How's Your CEO-to-Worker Wellbeing Ratio? Benefits Satisfaction by Job Role
Supporting employee wellbeing ranked as the top
employee expectation globally, when it came to ways in 100%
which employers should be helping employees. However,
Chapter 3: Achieving a Growth-Ready Workforce

employers need to focus on making sure their wellbeing 85%

86%
84%
support works for everyone as our data shows a divide 75%
between the top level of businesses and ground floor. 67%

Founders, owners or presidents are five times more 57%

likely to feel they are thriving compared to employees in 50%

associate or entry-level roles. This imbalance highlights

the need for leaders to address it and create strategies 27%
that better cater to the needs of junior staff. Creating 25% 22%
16%
a pipeline of thriving junior talent can encourage 11%
14%
12%
10%
skill development and career progression within your 4% 4%
1%
organization and help retain a valuable segment of 0%
the workforce. Extremely Unsatisfied OR Unsatisfied Neutral Satisfied OR Extremely Satisfied

Founder/owner/president C-level Senior director/manager Mid-level management or experienced contributor Associate or entry-level

57
3
Founders, owners or presidents are

five times
Chapter 3: Achieving a Growth-Ready Workforce

more likely to be thriving than associate

or entry-level employees.

“
Satisfaction and wellbeing gaps between junior and
senior staff can create a negative workplace culture,
potentially impacting an organization's ability to
attract and retain critical talent. In today’s value-
driven job market, providing greater equity across an
organization helps to foster a more positive working
culture built on trust, transparency and fairness.
Janet Faircloth – Senior Vice President, Health
Solutions Thought Leadership, North America, Aon

58
3

The Key to
Feeling Valued
Chapter 3: Achieving a Growth-Ready Workforce

Multinational Employees Feel Valued at Work, Multinational employees are

22%
Satisfied With Benefits – but Still Might Leave
Multinational companies appear to be leading when
it comes to getting the right mix of benefits to meet
employee needs. Multinational employees are seven
percent more likely to be extremely satisfied by their more likely to feel very valued at work.
employee benefits and 22 percent more likely to feel
very valued at work, than employees of local and

“
national companies.
However, despite higher levels of satisfaction,
multinational employees are also a more mobile In a need to demonstrate commitment to diversity,
demographic being 47 percent more likely to be in the inclusion and belonging, environmental and
process of moving employers and nine percent less likely social impact and holistic wellbeing, we’ve seen
to say that they definitely won’t seek new employment. many multinational organizations focusing on the
establishment of global minimum benefits standards.
These new standards provide a way to ensure equity
— while also providing the flexibility for benefits
frameworks to be adapted to local needs and region-
specific regulations. We expect this will become the
new normal, as our latest Global Benefits Trends
research indicates such programs will double within
the next two years.
59
Michael Pedel – Head of Global Benefits, Aon
3
Loyalty is Hard Earned, but It Starts
With Helping People Feel Valued
For recruitment teams looking to manage rising talent Immediate actions:
costs, learning that half of employees who have worked
Chapter 3: Achieving a Growth-Ready Workforce

for a company for less than six months might seek new ● Consider how much in-person contact time your
employment places a new-found emphasis on retention employees are getting with their team and what
tactics. Our data provides signals to help win over that might mean for how valued they feel by the
transient employees - from identifying that employees business.
are nine percent more likely to feel valued by their ● After compensation and benefits, diversity
employer when they have the flexibility to work both at and inclusion are the most important factors
home and in the office (hybrid), to outlining preferences influencing perceptions of employers. Review
for total rewards and communication channels. your policies and improve your employee value
proposition communications to prospective and
existing colleagues.
● Help colleagues feel that they are getting the
most value out of their total rewards experience
through clear communication that shows
the financial value of their compensation,
retirement and health benefits.
● Review how candidates are assessed during the
recruitment process – evaluating not just skills,
but values and cultural fit when looking for new
hires. This will help select candidates who are
more likely to thrive and stay with the company
long term.
● Evaluate the onboarding process to ensure it
60 effectively integrates new hires and helps them
feel valued from day one.
3

People Who are

Prepared for the Future
The C-Suite are Aware of the Impending Impact of AI,
but Lower-Level Workers Might be Left in the Dark
Technological advancements are rapidly changing the In addition, while 31 percent of founders and C-suite
business landscape and demanding an evolution of HR executives believe AI will require new skills, only
strategies, as roles and skills requirements evolve. While 17 percent of entry-level employees think so. This
founders and C-suite executives appear to be keeping divergence suggests a significant disconnect between
pace with the demands of this evolution, the perceptions the direction and needs of the business and the
of entry-level employees are lagging behind. readiness of the workforce to prepare for change.
Twenty-two percent of founders and C-suite executives

22%
believe that AI will significantly replace jobs in their
field, yet only 11 percent of entry-level employees
believe the same. Entry-level employees are 64 percent
more likely to be unsure of the impact AI will have on
their roles and 31 percent less likely to think that it of founders and C-suite executives believe that AI
will create new opportunities that require new skills will significantly replace jobs in their field compared
in their field. to only 11 percent of entry-level employees.

61
3 Confidence in Training Investment is High,
but Skills Development is Not a Priority for
the Majority of the Workforce
Employers appear to be finding the right balance when
it comes to investing in their people’s professional
development. More than 80 percent of employees told us
they feel confident that their employer is investing in their
skills development and training to prepare for the future of
work, highlighting a proactive approach from organizations
Chapter 3: Achieving a Growth-Ready Workforce

that have their eyes firmly focused on tomorrow.

However, like the diverging perspectives around AI,
employees appear to be less concerned about their own
development for the future of work. Given the rapid
advancements that digitalization is bringing to workplaces
at every level and across every sector, it was surprising that
only a quarter of employees are concerned about their skill Future Employability
level remaining relevant. In fact, 38 percent of employees
How confident are you that your current skills and experience
told us they feel confident that their skills and experience will
will remain relevant for employment in the next 3-5 years?
remain relevant for employment in the near future, while 19
percent believe their skills will become increasingly valuable.
40%
38%

“
There is a clear disparity on the likely impact of AI,
between senior leaders and entry-level employees. This
30%

might suggest that business leaders are sheltering their

20% 20%
employees from the realities they see ahead for skills 20% 19%

and jobs, leading to workforces who lack the capabilities

required to outpace change. In these situations,
businesses need to have a clear skills strategy that 10%
they can communicate to their workforce – not to fear
3%
monger, but to support colleagues in the transition into
a more AI-enabled future of work. 0%
62
Simon Haines – Talent Analytics Leader, Not at all confident Somewhat confident Neutral/Unsure Confident Very confident
(My skills will likely (I may need to learn (My skills will (My skills will be
Europe, Middle East, and Africa, Aon become obsolete) some new skills) remain relevant) increasingly valuable)
3 Globalization and the Gig Economy are a Double-Edged
Sword – Offering Opportunity and Competition
In an increasingly interconnected world, a more
globalized labor market has emerged, with job
opportunities for employees no longer restricted to
a single location or region. Remote working has also
transformed opportunities for employees, providing
some workers with access to much better rewards and
more advanced roles than are available in their native
locations. However, while more than half of respondents
Chapter 3: Achieving a Growth-Ready Workforce

told us that globalization has directly benefited their

careers (53 percent), a similar number said it has also
led to increased competition for their jobs (56 percent).
Respondents expressed similar sentiments about the
gig economy, with 47 percent saying this trend has
increased competition for their jobs. The growing
number of individuals utilizing online platforms to
offer their services via short-term contracts appears
to be unnerving employees in more traditional, full
time positions. However, employees also appear to be
intrigued by the opportunities gig work presents to
them. More than half of respondents (53 percent) agree
that the gig economy looks like an attractive alternative
to traditional employment, highlighting the real risk
to organizations of losing valuable talent if they fail to
keep up with the salary prospects and work-life balance
the gig economy purports to offer.

Just

63
over half
of the workforce agrees that the gig economy offers
an attractive alternative to traditional employment.
3
Employees Want More Climate Impact
Than They See Employers Delivering
In an increasingly volatile and uncertain world, the
effects of climate change are becoming a growing
Chapter 3: Achieving a Growth-Ready Workforce

concern for individuals, organizations and governments

alike. Today, employees, consumers, investors and
policymakers are looking to organizations to make
meaningful contributions on the path to net zero.
Employees in particular are making more value-driven
decisions, assessing the actions of their current and
potential employers as part of their career decision- Almost How important is it to you that your employer

90%
making. In fact, almost 90 percent told us that it was takes action to address climate change?
important to them that their employer take action to
address climate change. Yet 19 percent told us that their 40%

employers' current actions were having a significant 35%

positive impact on the environment, highlighting the of employees think it is important that
30%
importance of not only taking meaningful action as their employer takes action to address 30%

a business but ensuring you communicate it to your climate change. 25%

employees too.

12%
20%
These values around the environment and sustainability
are also shaping retirement benefits, with 53 percent
11%
saying they would consider sustainable investments if
10%
they delivered the same financial outcomes as traditional
ones. For some employees, this topic is so critically of employees would be prepared to
important that 12 percent would be prepared to sacrifice sacrifice better investment rates for a
0%
better investment rates for a more sustainable impact more sustainable impact when it comes Not at all Somewhat Important Very
when it comes to their retirement income benefits. to their retirement income benefits. important important important
64
3
What Can You Do?
HR leaders have become increasingly strategic
partners within organizations, playing a pivotal
role in shaping a business’s future. In building a
Chapter 3: Achieving a Growth-Ready Workforce

workforce that feels supported, valued and prepared

for the future of work, HR leaders can directly
impact an organization’s resilience and adaptability.
In order to be prepared for uncertain roads ahead,
leaders will be required to have processes for people
management that are rooted in foresight. Rather
than reacting to the ever-evolving landscape of
employee expectations, regulation, technology
and economic conditions, HR leaders can foster
resilience through AI-preparedness, upskilling and
evaluating global capability centers.
By leveraging innovative human capital strategies
that champion employee value propositions, connect
to purpose and drive skills development, HR leaders
help to address and mitigate organizational risks
that threaten growth and innovation. From creating a
culture that fosters a sense of belonging and equity
to devising talent strategies that appeal to future
generations of talent — managing the intricate link
between employee satisfaction and organizational
success has never been more important.

65
3 Actions

Embed wellbeing into company culture. Build sustainability into human capital strategies. Focus on job architecture and workforce skills.
Chapter 3: Achieving a Growth-Ready Workforce

Implement more connected wellbeing strategies For a more meaningful approach to sustainability, Robust job architecture systems are critical to
to achieve measurable improvements in costs, organizations should make collaborative decisions developing competitive compensation and talent
engagement and productivity: and strategies across all business functions, including programs, helping organizations to:
compensation strategies. This could include:
● Identify population health risks with the data to ● Align human resources strategy with business
support targeted and inclusive health solutions – ● Devising work-from-home policies that highlight strategy, ensuring greater consistency and
offered to the right people at the right time. the direct link to reduced carbon emissions. transparency in talent management processes.
● Leverage employee listening, digital assessments, ● Where commuting is necessary, consider ● Build sustainable pay equity practices and meet
data-led insights and scalable learning solutions to supporting and incentivizing more sustainable pay transparency requirements.
drive a culture of wellbeing beyond the individual. commuting practices, such as bike/cycle to work ● Provide workforces with a clearer understanding
programs, replacing company cars with electric
● Integrate healthcare and wellbeing data into core of their roles and responsibilities and chart a
vehicles or subsidizing public transport costs.
people and business strategies by connecting path for future career progression and mobility
insights to productivity outcomes. ● Providing the opportunity for employees to enroll within the organization.
in retirement plans that align with their values,
● Communicate environmental, social and ● Identify current skills gaps and future skills
such as “green pension funds.”
governance (ESG) reporting and the role of requirements, particularly in respect of the
employee wellbeing to demonstrate the company’s ● Providing company sponsored volunteer potential impact of AI.
commitment to sustainable and ethical practices, opportunities and investments that support ● Hire for transferable competencies, behaviors
enhancing transparency and building trust with sustainable initiatives. and abilities to build greater organizational
stakeholders. agility and resilience.
● Evaluate the wellbeing, resilience and sustainable
high performance of your business at individual,
team and organizational levels and connect your
people to the diagnostics, coaching, training and
strategies that will support their growth.
66
4
Conclusion
4 From Surviving to Thriving

“
In the face of increased volatility, where the margin for
error is rapidly decreasing, organizations should build
Over the last few decades, increased recognition of the
greater resilience to weather an increasingly uncertain,
positive impact of diversity and inclusion on business
unpredictable and interconnected global landscape.
decision making and performance raised the bar for
Navigating the evolving risks created by rapid organizations and their people leaders around the
technological advancements, global economic volatility, world. The ongoing war for talent has only intensified
increasing geopolitical threats and climate change the need for businesses to ensure access to broad and
requires revised strategies and bold leadership. deep pools of talent to deliver richer and more relevant
Chapter 4: Conclusion

While addressing risk capital is one side of the story, offerings, resulting in many organizations aligning
human capital strategies that support and develop an their total rewards offerings with their employee value
organization's greatest asset — its people — are just as proposition, their purpose and their business goals.
critical to its protection and growth. When employees are Looking at the results of our latest global study, what
empowered to reach their potential, organizations reap is clear is that the next decade will raise the bar again
significant rewards too. It’s why keeping pace with the as leading businesses invest in personalization and
evolving demands of workforces is just as important as go beyond adding more offerings to an already rich
keeping pace with evolving operational risks. tapestry of benefit and reward mechanisms. Instead,
Yet, as our survey has uncovered, as organizations strive we’re helping leading businesses better leverage data
to balance cost management with employee experience, and actionable analytics to deepen understanding
many are still struggling to meet the differing demands of their workforce demographics and identify reward
of their people, whether they are culture-skeptical Baby opportunities that are more meaningful to attracting
Boomers or stressed-out low-income employees. and retaining top talent. This support will position
businesses for further success today and in the future.
Becoming better informed and being better advised about
the needs of valuable employees helps organizations Lisa Stevens – Chief Administrative Officer (People,
to make better decisions — the types of decisions that Marketing & Communications and Public Affairs), Aon
can build an organization of thriving employees who feel
valued, supported, engaged and motivated.

68
4

Discover Create Activate

Chapter 4: Conclusion

Redefining your approach to human capital strategies Equally, by understanding your biases, you can identify Communicating the value and availability of your
starts by gaining a better understanding of the factors pockets of underserved talent and where total rewards total rewards program is key to increasing employee
influencing perceptions of your business as an employer. are misaligned with real employee needs. Identifying and engagement. Benefits technology can also be a key
With greater knowledge of the motivations of different addressing these gaps and tailoring approaches helps driver in enabling engagement, facilitating data-based
generations, industries and regions, you can tailor and organizations retain their best people — employees with decisions and improving health outcomes, and the value
redefine your offering to meet the evolving needs of valuable institutional knowledge and experience. of supporting employee’s health and wellbeing is clear
your people. to see in this report. By understanding these deeper
dynamics of workforce engagement, total rewards and
sustainable performance, you can ensure you invest in
effective human capital strategies that work for both
your people and your organization. This can unlock
the full potential of your people, where employees not
only thrive but actively contribute to achieving your
organization’s aspirations.

69
5
Geographical
Overviews
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 14% disagree that their employer 49% say employers should
is taking the necessary actions to support employee wellbeing.
2. Paid time off
protect and improve the wellbeing 45% say employers should help
3. Work-life balance programs of employees. employees save for retirement/long
4. Retirement savings term needs.
5. Career development Transparent Pay 37% say employers should
support women's health
63% agree that their
(e.g., menstruation, menopause).

Global
Personalized Benefits compensation is fair compared
63% would be willing to sacrifice to similar roles in the industry. 37% say employers should provide
financial education.
Employee Sentiment Findings existing benefits for a better choice 18% are not confident their
of benefits. employer ensures pay equality 36% say employers should
While economic conditions vary across the globe, employees are regardless of gender. support with childcare.
universally clear in their ask for employers to provide better-than-
average pay and meaningful benefits. At the same time, expectations Development of Skills
of support across a range of dimensions, from career development
17% of employees are not at Impact of AI Investing in our Future
to retirement, women’s health and financial wellbeing, place added
all confident that their employer 15% of employees are unsure 53% of employees would consider
pressure on businesses. Medical coverage, paid time off and work-
Aon Employee Sentiment Study 2025 | Global

is investing in their skills of the impact of AI on their jobs. sustainable retirement savings
life balance top the list of valued benefits, combined with a strong
development and training investments if they delivered the
emphasis on offering choice and personalization. Additionally, 35% feel more motivated to
employees expect opportunities for personal development fostered to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
by purpose. Alignment and investment in career pathing, clear of work.
communication and robust training will be imperative for future success.

With the majority of employees on the lookout for new opportunities,

employers should recognize individual needs and show their people Top 5 Most Influential Characteristics Current Wellbeing
how valued they are. This will enable organizations to improve
Attracting Employees Thriving 17%
employee performance, productivity, and loyalty, driving overall 0%
I am continually progressing positively

business performance. Provides better

Generally good 33%
than average pay 47%
& meaningful 1% content
I am feeling

13% 60%
benefits 17%
15% Balanced 30%
Is a fun place 21% I feel5%
like the peaks and troughs are equal and I am able
to work to manage well

Coping 15%
I feel15%
like things are difficult, but I am dealing with them
Is a strong fit 20%
of employees feel of employees are either in the with my values

30% Struggling 5%
33%
undervalued. process of moving employers or Provides support 18%
I feel30%
like things are difficult, and one more thing will be
too much

71 might/will seek new employment

for my wellbeing
Needs Support 1%
33%
I cannot cope without external intervention or support
in the next 12 months. Offers flexible 17%
working
Prefer not to say 0%
17%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
52% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
42% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% Internal company website

Biggest Difference in Total

Medical Medical Medical
Retirement
Reward Wants by Gender
01 coverage/health coverage/health coverage/health
insurance insurance insurance
savings Women are 4% more likely than men
to desire paid time off.

Financial Benefits and Advice

Current Benefits Received
Work-life balance
02 Paid time off Paid time off Paid time off
programs 21%

16%
12%
Aon Employee Sentiment Study 2025 | Global

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings
Medical
03 Paid time off
Work-life balance Retirement
coverage/health 11% receive financial education programs
programs savings
insurance
9% receive financial advice/guidance

Current Working Style

54%
Career Career Work-life balance
04 Dental insurance
development development programs
40%

72 05 Retirement Retirement Career Work-life balance

savings savings development programs
7%

Office Hybrid Remote/

based virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 27% disagree that their 56% say employers should help
employer is taking the necessary employees save for retirement/long
2. Paid time off
actions to protect and improve the term needs.
3. Work-life balance programs wellbeing of employees. 53% say employers should
4. Retirement savings support employee wellbeing.
5. Emotional wellbeing support Transparent Pay 52% say employers should provide
financial education.
46% agree that their
47% say employers should help
Argentina
Personalized Benefits compensation is fair compared
to similar roles in the industry. them establish an emergency fund.
75% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 21% are not confident their 44% say employers should provide
of benefits. employer ensures pay equality financial advice/guidance.
The Argentinian employee sentiment reflects familiar challenges regardless of gender.
for HR leaders — from compensation fairness to flexible working
arrangements. While Argentinian employees highly value paid time away Development of Skills Investing in our Future
and retirement benefits, organizations do not consult on these areas as
20% of employees are not at Impact of AI 51% of employees would consider
frequently, suggesting a disconnect between employee expectations
Aon Employee Sentiment Study 2025 | Argentina

and what employers are investing in. This divide emphasizes the
all confident that their employer 22% of employees are unsure sustainable retirement savings
is investing in their skills of the impact of AI on their jobs. investments if they delivered the
importance of using data to gain insights about the benefits that deliver
development and training same financial outcomes.
the most value to employees. Our data revealed that employees are 39% feel more motivated to
increasingly concerned about the impact of AI on job stability, a trend to prepare them for the future develop new skills to stay relevant.
that is anticipated to continue. Human capital strategies will become of work.
increasingly prominent in C-suite agendas as employee expectations
evolve. Adapting benefits strategies to embrace a more personalized
experience will help organizations meet evolving expectations, fostering
a more engaged, motivated and thriving workforce. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 17%
0%
I am continually progressing positively

18% 60%
Provides better
than average pay Generally good 28%
46%
& meaningful 4.8%
I am feeling content
benefits 17%
Balanced 24%
Offers flexible 26% I feel 26.4%
like the peaks and troughs are equal and I am able
27%
of employees feel of employees are either in the working to manage well

Coping 27%
undervalued. process of moving employers or Provides
I feel 23.8%
like things are difficult, but I am dealing with them
17%
stimulating work
might/will seek new employment 28%
Struggling 5%
I feel 28.%
in the next 12 months. Encourages
collaboration 17%
like things are difficult, and one more thing will be
too much

73 and teamwork 24%

Needs Support 0%
17%
I cannot cope without external intervention or support
Is a fun place 17%
to work
Prefer not to say 0%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
55% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
50% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% In-person group meeting
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Reward Wants by Gender
Career
01 Paid time off coverage/health coverage/health
insurance insurance
development Women are 18% more likely than men
to want health and wellbeing benefits.

Financial Benefits and Advice

Medical Current Benefits Received
02 coverage/health Paid time off Paid time off Paid time off
11%
insurance 8%
Aon Employee Sentiment Study 2025 | Argentina

2%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

4% receive financial education programs

Medical
03
Emotional Work-life balance Retirement
coverage/health 8% receive financial advice/guidance
wellbeing support programs savings
insurance

Current Working Style

Global benchmark

54%
52%
Career Emotional Life and disability Work-life balance
04
development wellbeing support insurance programs
40%
37%

74 05 Retirement Critical illness Critical illness

On-site services 11%
savings coverage coverage
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 18% disagree that their employer 44% say employers should support
provides easy access to benefits. employee wellbeing.
2. Work-life balance programs
3. Career development 34% say employers should help
employees save for retirement/long
4. Retirement savings Transparent Pay
term needs.
5. Remote and/or flexible work 51% agree that their
compensation is fair compared
24% say employers should
support women's health
to similar roles in the industry.
(e.g., menstruation, menopause).

Australia
Personalized Benefits 21% are not confident their
55% would be willing to sacrifice employer ensures pay equality
19% say employers should support
with childcare.
existing benefits for a better choice regardless of gender.
Employee Sentiment Findings
of benefits. 19% say employers should support
Flexibility remains a valued offering for employees across generations, with eldercare or family care.
with paid time off regarded as the most valued benefit. The statutory Impact of AI
requirements for leave in Australia are considered generous compared Development of Skills 31% of employees are unsure
to other geographies' offerings, so this sentiment likely reflects the
29% of employees are not at of the impact of AI on their jobs.
Investing in our Future
growing trend of organizations offering additional leave allowances
49% of employees would consider
Aon Employee Sentiment Study 2025 | Australia

all confident that their employer 19% feel more motivated to

around issues such as family planning, gender-specific requirements
is investing in their skills sustainable retirement savings
and expanded bereavement leave. Couple this with the popularity of develop new skills to stay relevant.
development and training investments if they delivered the
the hybrid working model in Australia, and the push to get employees
back in the office might be slow and cautious. A staggering two-thirds to prepare them for the future same financial outcomes.
of employees revealed that they are in the process of leaving their of work.
jobs or plan to in the next 12 months. Addressing the pay and benefits
gap in Australia, particularly across generations, will remain a critical
challenge, along with the impacts of AI.
Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees

22% 67%
Thriving 3%
I am continually progressing positively
1.1%
Provides better Generally good 31%
than average pay I am feeling content
& meaningful
48%
9% 1%
benefits
of employees feel of employees are either in the Balanced 27%
Offers flexible 34% 9.3%
I feel like the peaks and troughs are equal and I am able

undervalued. process of moving employers or

to manage well
working 31%
Coping 27%
might/will seek new employment Provides 27%
I feel 28%
like things are difficult, but I am dealing with them

stimulating work 19%

in the next 12 months. Struggling 9%
I feel 26.6%
like things are difficult, and one more thing will be
Is a fun place too much
19%
75 to work
27% Needs Support 1%
Provides valuable 30.8%
I cannot cope without external intervention or support

career and/or
development 18%
opportunities Prefer not to say 1%
3.2%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
73% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
40% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
01 Paid time off Paid time off Paid time off Paid time off
Women are 10% more likely than men
to want life and disability insurance.

Financial Benefits and Advice

Current Benefits Received
Work-life balance Work-life balance Work-life balance Retirement
02
programs programs programs savings 7% 7% 6%
Aon Employee Sentiment Study 2025 | Australia

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

6% receive financial education programs

7% receive financial advice/guidance
Career Career Retirement Work-life balance
03
development development savings programs
Current Working Style
Global benchmark

54%

Medical 47%
Remote and/or Remote and/or Career 45%
04 coverage/health
flexible work flexible work development 40%
insurance

Medical Medical
76 05 Remote and/or 8%
Flexible benefits coverage/health coverage/health 7%
flexible work
insurance insurance
Office based Hybrid Remote/
virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 19% disagree that their employer 75% say employers should support
is taking the necessary actions to employee wellbeing.
2. Paid time off
protect and improve the wellbeing 67% say employers should provide
3. Dental insurance of employees. financial education.
4. Work-life balance programs
66% say employers should support
5. Retirement savings Transparent Pay with childcare.
61% agree that their 60% say employers should provide

Brazil
Personalized Benefits compensation is fair compared financial advice/guidance.
to similar roles in the industry. 58% say employers should
73% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 17% are not confident their support women's health
of benefits. employer ensures pay equality (e.g., menstruation, menopause).
In Brazil, employee sentiment reflects a clear expectation for employers regardless of gender.
to support employees with their wellbeing. In response, we are seeing
organizations increase their focus and investment in initiatives aimed Development of Skills Investing in our Future
at managing the health and quality of life of their people. Despite a
14% of employees are not at Impact of AI 55% of employees would consider
notable shift in employee experience strategies since the pandemic,
all confident that their employer 10% of employees are unsure sustainable retirement savings
almost one-fifth of respondents still feel their employer needs to do
is investing in their skills of the impact of AI on their jobs. investments if they delivered the
Aon Employee Sentiment Study 2025 | Brazil

more to protect and improve their wellbeing. Our study also revealed
development and training same financial outcomes.
that nearly one-quarter of employees feel undervalued and 68 percent 44% feel more motivated to
are considering leaving their current employer. However, Brazilian to prepare them for the future develop new skills to stay relevant.
employees feel more motivated to develop new skills to stay relevant, of work.
when compared with the global average. This willingness to learn
highlights the opportunity for employers to increase engagement,
motivation and loyalty within their workforces through strategic
investment in skills development and career pathways. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 19%
0%
I am continually progressing positively

24% 68%
Provides better Generally good 37%
than average pay 56% 0% content
I am feeling
& meaningful 10%
benefits 19%
Balanced 32%
I feel 2.7%
like the peaks and troughs are equal and I am able
Provides support 20%
of employees feel of employees are either in the for my wellbeing
to manage well

Coping 10%
undervalued. process of moving employers or Is a strong fit
I feel 10.1%
like things are difficult, but I am dealing with them
20%
with my values 32%
might/will seek new employment Struggling 3%
I feel 31.5%
in the next 12 months. Provides valuable
career and/or 18%
37%
like things are difficult, and one more thing will be
too much

77 development
opportunities Needs Support 1%
36.7%
I cannot cope without external intervention or support
Is environmentally
and socially 17%
responsible Prefer not to say 0%
18.5%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
55% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
50% Text message/WhatsApp
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
35% 1-on-1 meeting
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical Medical
Reward Wants by Gender
01 coverage/health coverage/health coverage/health coverage/health Women are 10% more likely than men
insurance insurance insurance insurance to want paid time off.

Financial Benefits and Advice

Current Benefits Received
Retirement Retirement 24%
02 Paid time off Paid time off
savings savings

4%
Aon Employee Sentiment Study 2025 | Brazil

7%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

03 Dental insurance Dental insurance Paid time off Dental insurance

11% receive financial education programs
7% receive financial advice/guidance
Current Working Style
Global benchmark

54%
Work-life balance Work-life balance
04 Dental insurance Paid time off
programs programs 48%
46%

40%

78 05 Remote and/or Career Career Emotional

flexible work development development wellbeing support
7% 6%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 16% disagree that their employer 46% say employers should help
is taking the necessary actions to employees save for retirement/long
2. Paid time off
protect and improve the wellbeing term needs.
3. Dental insurance of employees. 45% say employers should support
4. Retirement savings employee wellbeing.
5. Life and disability insurances Transparent Pay 25% say employers should
support women's health
59% agree that their
(e.g., menstruation, menopause).

Canada
Personalized Benefits compensation is fair compared
52% would be willing to sacrifice to similar roles in the industry. 23% say employers should provide
financial education.
Employee Sentiment Findings existing benefits for a better choice 21% are not confident their
of benefits. employer ensures pay equality 23% say employers should help
The Canadian employee sentiment highlights a strong desire for regardless of gender. them establish an emergency fund.
personalized and flexible benefits, with many considering changing
employers within the next year. Further complicating the employee Development of Skills
experience are the impacts of broader events, such as the expected
31% of employees are not at Impact of AI Investing in our Future
federal election and challenges with immigration, housing and
all confident that their employer 29% of employees are unsure 43% of employees would consider
healthcare availability. These issues influence the working population
Aon Employee Sentiment Study 2025 | Canada

is investing in their skills of the impact of AI on their jobs. sustainable retirement savings
and shape employee expectations. With a significant number of
development and training investments if they delivered the
Canadians struggling to find a family doctor, it’s unsurprising to see 21% feel more motivated to
that medical benefits remain highly valued by employees. These needs to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
highlight where employees want more, and employers can potentially of work.
do more. Canadian employers must prioritize personalized benefits,
financial support, skills development and wellbeing initiatives to meet
employee expectations and retain talent in a competitive job market.
Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees

22% 57%
Thriving 9%
I am continually progressing positively
0%
6%
Provides better Generally good 35%
than average pay & 60%
9% 0%
I am feeling content
meaningful benefits

of employees feel of employees are either in the Balanced 29%

Offers flexible working 30%
21%
5.6%
I feel like the peaks and troughs are equal and I am able

undervalued. process of moving employers or

to manage well

Coping 21%
might/will seek new employment 35%
I feel 21%
like things are difficult, but I am dealing with them
23%
Is a fun place to work
in the next 12 months. Struggling 6%
I feel 29.4%
like things are difficult, and one more thing will be
too much
Provides 21% 29%
79 stimulating work
Needs Support 0%
34.5%
I cannot cope without external intervention or support
Provides valuable career
and/or development 19%
opportunities Prefer not to say 0%
9.1%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
74% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
31% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
27% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical
Reward Wants by Gender
01 Paid time off Paid time off coverage/health coverage/health Women are 17% more likely than men
insurance insurance to want life & disability insurance.

Financial Benefits and Advice

Current Benefits Received
Medical Medical
52%
02 coverage/health coverage/health Dental insurance Dental insurance
insurance insurance
6% receive
financial
Aon Employee Sentiment Study 2025 | Canada

education
28%
programs
10% receive
10%

Retirement financial
03 Dental insurance Dental insurance Paid time off
savings Defined Defined Other advice/
contribution/ benefit retirement
savings plan pension savings guidance

Current Working Style

Global benchmark

54%
Retirement Retirement Retirement
04 Paid time off
savings savings savings 46%
41%
40%

80 05 Work-life balance Work-life balance Life and disability Life and disability
13%
programs programs insurance insurance
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 15% disagree that employer is 63% say employers should support
taking the necessary actions to employee wellbeing.
2. Paid time off
protect and improve the wellbeing 61% say employers should provide
3. Career development of employees. financial education.
4. Dental insurance
60% say employers should help
5. Work-life balance programs Transparent Pay employees save for retirement/long
term needs.
56% agree that their
56% say employers should help
Chile
Personalized Benefits compensation is fair compared
to similar roles in the industry. them establish an emergency fund.
78% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 25% are not confident their 54% say employers should provide
of benefits. employer ensures pay equality financial advice / guidance.
Employee sentiment data highlights that work-life balance regardless of gender.
benefits have risen in priority to become a top-five valued benefit
for Chilean employees, particularly those under 40. As workforce Development of Skills Investing in our Future
expectations shift, there is a greater demand for employers
12% of employees are not at Impact of AI 54% of employees would consider
to provide benefits that support their people's physical and
all confident that their employer 14% of employees are unsure sustainable retirement savings
emotional wellbeing. These benefits include medical and
is investing in their skills of the impact of AI on their jobs. investments if they delivered the
Aon Employee Sentiment Study 2025 | Chile

dental insurance and recreation opportunities, such as office

development and training same financial outcomes.
social spaces or gym memberships. However, employees also 45% feel more motivated to
have their eyes firmly on the future. Millennial employees, in to prepare them for the future develop new skills to stay relevant.
particular, seek roles within organizations that make a meaningful of work.
investment in their career development opportunities through
training, work experience opportunities and programs abroad.

Top 5 Most Influential Characteristics Current Wellbeing

16%
of employees feel
51%
of employees are either in the
Attracting Employees
Provides better
than average pay
& meaningful
58%
7%
17%
Thriving 17%
1.3% progressing positively
I am continually

Generally good 28%

% content
I am feeling

benefits
undervalued. process of moving employers or Balanced 23%
I feel 4.2%
like the peaks and troughs are equal and I am able
Is a fun place
19% to manage well
might/will seek new employment to work
26% Coping 26%
in the next 12 months. Recognizes
strong individual
I feel 31.2%
like things are difficult, but I am dealing with them
17%
achievement or 28%
performance Struggling 7%
I feel 25.2%
like things are difficult, and one more thing will be
too much
Is environmentally
81 and socially
responsible
17%
23%
Needs Support 0%
23.9%
I cannot cope without external intervention or support

Provides 16%
stimulating work Prefer not to say 1%
14.2%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
61% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
47% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
35% Text message/WhatsApp
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Reward Wants by Gender
Life and disability
01 coverage/health Paid time off Paid time off
insurance
insurance
Women are 13% more likely than
men to want retirement and financial
wellbeing benefits.

Medical Medical
Financial Benefits and Advice
02 Paid time off Paid time off coverage/health coverage/health Current Benefits Received
insurance insurance
7% 7%
5%
Aon Employee Sentiment Study 2025 | Chile

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

7% receive financial education programs

Career Career Work-life balance
03
development development
Dental insurance
programs
12% receive financial advice/guidance

Current Working Style

Global benchmark

65%

Critical illness Life and disability Life and disability

04 Dental insurance
coverage insurance insurance 54%

40%

28%

Medical
82 Work-life balance Career
05 coverage/health On-site services
programs development
insurance 7% 7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 17% disagree that their employer 35% say employers should support
provides sufficient information employee wellbeing.
2. Paid time off
about their benefits and choices. 32% say employers should
3. Work-life balance programs
support women's health
4. Career development (e.g., menstruation, menopause).
Transparent Pay
5. Critical illness coverage 32% say employers should
64% agree that their
provide financial tools such as
compensation is fair compared
budget calculators.

China
Personalized Benefits to similar roles in the industry.
57% would be willing to sacrifice 16% are not confident their 31% say employers should help
employees save for retirement/long
existing benefits for a better choice employer ensures pay equality
Employee Sentiment Findings term needs.
of benefits. regardless of gender.
While pay remains a key topic for employees, three growing benefits 28% say employers should help
trends exist among the Chinese workforce. Firstly, there is an them establish an emergency fund.
increasing demand for coverage for critical illnesses, as the incidence Development of Skills Impact of AI
ratio of certain cancers, even among the youngest generation of 10% of employees are not at 8% of employees are unsure
employees, is a growing concern. Secondly, rising levels of reported all confident that their employer of the impact of AI on their jobs.
Investing in our Future
personal financial stress have not yet translated into robust financial 67% of employees would consider
Aon Employee Sentiment Study 2025 | China

is investing in their skills 34% feel more motivated to

guidance programs, partly due to the perceived lack of qualified development and training sustainable retirement savings
partners. Lastly, as digitalization impacts every corner of employees’ develop new skills to stay relevant.
to prepare them for the future investments if they delivered the
lives, their preferred modes of communication are changing. While same financial outcomes.
of work.
in-person meetings are now preferred over traditional communication
methods like email or newsletters, Generation Z employees also
expect timely digital communication accessible on mobile phones,
allowing them to engage with the topic more effectively.
Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 19%

7% 54%
0%
I am continually progressing positively

Provides better Generally good 32%

than average pay 43% 1% content
I am feeling
& meaningful
benefits
13% 19%
Balanced 31%
of employees feel of employees are either in the Is a strong fit 25%
I feel 4.4%
like the peaks and troughs are equal and I am able
to manage well
with my values
undervalued. process of moving employers or Coping 13%
I feel 13.2%
might/will seek new employment Is environmentally
and socially 25%
like things are difficult, but I am dealing with them

responsible
in the next 12 months. 31% Struggling 4%
I feel 30.6%
32% like things are difficult, and one more thing will be
Is a fun place too much
24%
83 to work
Needs Support 1%
32.2%
I cannot cope without external intervention or support

Provides support 22%

for my wellbeing
Prefer not to say 0%
19%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
41% 1-on-1 meeting
Generation Z Generation Y (Millennials) Generation X Baby Boomers
29% Newsletter
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
29% Email

Biggest Difference in Total

Medical Medical
Reward Wants by Gender
01 Paid time off coverage/health coverage/health Women are 8% more likely than
insurance insurance men to want paid time off.

Financial Benefits and Advice

Current Benefits Received
Work-life balance
02 Paid time off Paid time off 19%
programs

7% 6%
Aon Employee Sentiment Study 2025 | China

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

Medical
Work-life balance Work-life balance Insufficient data to give an
10% receive financial education programs
03 coverage/health
insurance
programs programs accurate representation 4% receive financial advice/guidance

Current Working Style

Global benchmark

64%
Career Career Critical illness
04
development development coverage 54%

40%

35%

84 05 Retirement Critical illness Retirement

savings coverage savings
7% 1%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 13% disagree that their employer 75% say employers should support
is taking the necessary actions to employee wellbeing.
2. Paid time off
protect the health and safety of 74% say employers should help
3. Work-life balance programs employees. employees save for retirement/long
4. Career development term needs.
5. Life and disability insurances Transparent Pay 63% say employers should provide
financial education.
72% agree that their
62% say employers should help
Colombia
Personalized Benefits compensation is fair compared
to similar roles in the industry. them establish an emergency fund.
81% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 11% are not confident their 62% say employers should help
of benefits. employer ensures pay equality them save for children’s education.
Colombian employees value personalized benefits and financial regardless of gender.
education higher than the global average. Recognizing this sentiment
could be the key to unlocking tailored benefits packages that better Development of Skills Investing in our Future
meet the needs of workforces. With a high percentage of employees 13% of employees are not at Impact of AI 54% of employees would consider
in Colombia willing to sacrifice existing benefits for options that 5% of employees are unsure
Aon Employee Sentiment Study 2025 | Colombia

all confident that their employer sustainable retirement savings

better meet their individual needs, customization and targeted is investing in their skills of the impact of AI on their jobs. investments if they delivered the
communication must become the new standard in employee development and training same financial outcomes.
benefits. Employees have a clear focus on their future, with growing 47% feel more motivated to
to prepare them for the future develop new skills to stay relevant.
demand for more financial education and career development to
of work.
support both their financial futures and professional wellbeing.
Challenges within national healthcare have seen health plans
become the most valued benefit by employees. Despite ongoing
efforts to protect employee wellbeing, a fundamental shift has seen
employee expectations for support from their employer increase. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 28%
0%
I am continually progressing positively

11% 49%
Provides better Generally good 21%
than average pay 54% 0.9%content
I am feeling
& meaningful
benefits
Encourages
Balanced 25%
21% 28% I feel 4.5%
like the peaks and troughs are equal and I am able
collaboration 23% to manage well
of employees feel of employees are either in the and teamwork
Coping 21%
I feel 20.8%
undervalued. process of moving employers or Is a strong fit 17%
like things are difficult, but I am dealing with them

with my values
might/will seek new employment Struggling 5%
I feel 25%
like things are difficult, and one more thing will be
25%
in the next 12 months. Provides support for 16%
21% too much

85 my wellbeing
Needs Support 1%
20.8%
I cannot cope without external intervention or support
Provides timely
upskilling 15%
and reskilling
opportunities Prefer not to say 0%
28%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
54% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
47% Virtual meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
46% 1-on-1 meeting
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical Medical
Reward Wants by Gender
01 coverage/health coverage/health coverage/health coverage/health Women are 5% more likely than men
insurance insurance insurance insurance to want work/life balance and onsite
support services.

Financial Benefits and Advice

Work-life balance Retirement Current Benefits Received
02 Paid time off Paid time off
programs savings
20%
Aon Employee Sentiment Study 2025 | Colombia

15%
11%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

03 Paid time off

Work-life balance
Paid time off
Career 14% receive financial education programs
programs development
10% receive financial advice/guidance
Current Working Style
Global benchmark

54%
Emotional Career Work-life balance Remote and/or
04
wellbeing support development programs flexible work 48%

40% 41%

86 05 Career Life and disability Career Retirement

development insurance development savings 11%
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 25% disagree that their 41% say employers should support
employer is taking the necessary employee wellbeing.
2. Medical coverage
actions to protect and improve the 40% say employers should help
3. Retirement savings wellbeing of employees. employees save for retirement/long
4. Career development term needs.
5. Remote and/or flexible work Transparent Pay 28% say employers should support
with childcare.
49% agree that their
28% say employers should
France
Personalized Benefits compensation is fair compared
to similar roles in the industry. support women's health
54% would be willing to sacrifice
(e.g., menstruation, menopause).
Employee Sentiment Findings existing benefits for a better choice 25% are not confident their
of benefits. employer ensures pay equality 24% say employers should support
French employee sentiment highlights significant concern regarding regardless of gender. with eldercare or family care.
workplace satisfaction. A notable portion feels undervalued, with many
considering job changes within the year. The top benefits employees Development of Skills
value include paid time off, medical coverage, and retirement savings, 29% of employees are not at Impact of AI Investing in our Future
reflecting a desire for stability and support in an increasingly volatile world. all confident that their employer 27% of employees are unsure 44% of employees would consider
Aon Employee Sentiment Study 2025 | France

Moreover, there is a clear demand for personalized benefits, with many is investing in their skills of the impact of AI on their jobs. sustainable retirement savings
employees stating they are willing to trade existing benefits for better development and training investments if they delivered the
options. Confidence in employers' commitment to skill development is 22% feel more motivated to
to prepare them for the future same financial outcomes.
low, indicating that improved training initiatives are needed. The report develop new skills to stay relevant.
of work.
also emphasizes the importance of transparent pay practices and
support for employee wellbeing, suggesting that companies should
prioritize these areas to enhance retention and satisfaction. Adapting
human capital strategies to embrace a more personalized experience
will help organizations meet evolving expectations, fostering a more Top 5 Most Influential Characteristics Current Wellbeing
engaged, motivated and thriving workforce. Attracting Employees Thriving 8%
0%
I am continually progressing positively

Provides better
8% Generally good 35%

9% 41%
than average pay 45% 0.6%content
I am feeling
& meaningful
benefits
17% Balanced 34%
Is a fun place I feel 5.6%
like the peaks and troughs are equal and I am able
35% to manage well
to work

Coping 17%
of employees feel of employees are either in the Provides 21%
35% I feel 17.2%
like things are difficult, but I am dealing with them

stimulating work
undervalued. process of moving employers or Struggling 6%
I feel 34.3%
like things are difficult, and one more thing will be
might/will seek new employment Is a strong fit 19%
34% too much

87 with my values
Needs Support 1%
in the next 12 months. 34.5%
I cannot cope without external intervention or support

Offers flexible 19%

working
Prefer not to say 0%
7.5%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
57% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
50% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
37% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
01 Paid time off Paid time off Paid time off Paid time off Women are 10% more likely than men
to want life & disability insurance.

Financial Benefits and Advice

Current Benefits Received
Medical Medical Medical Medical
02 coverage/health coverage/health coverage/health coverage/health 17%

insurance insurance insurance insurance 11% 10%

Aon Employee Sentiment Study 2025 | France

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

2% receive financial education programs

Retirement Remote and/or Retirement Retirement
03
savings flexible work savings savings 2% receive financial advice/guidance

Current Working Style

Global benchmark

54% 54%
Career Career Critical illness Critical illness
04
development development coverage coverage
40% 41%

88 05 Work-life balance Profit sharing/ Life and disability Career

programs share schemes insurance development
7%
5%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 21% disagree that their employer 39% say employers should help
is taking the necessary actions to employees save for retirement/long
2. Retirement savings
protect and improve term needs.
3. Remote and/or flexible work the wellbeing of employees. 39% say employers should
4. Work-life balance programs support employee wellbeing.
5. Life and disability insurances Transparent Pay 30% say employers should
support with childcare.
51% agree that their
24% say employers should help
Germany
Personalized Benefits compensation is fair compared
to similar roles in the industry. them establish an emergency fund.
34% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 26% are not confident their 23% say employers should
of benefits. employer ensures pay equality support with eldercare or family
Germany’s employee sentiment reflects long-standing workplace regardless of gender. care.
expectations and shifts potentially influenced by broader socio-
political trends. In recent years, public discussions around equality, Development of Skills
gender pay gaps and work-life balance have gained momentum,
22% of employees are not at Impact of AI Investing in our Future
likely shaping employees’ increasing demand for transparent pay
24% of employees are unsure 47% of employees would
Aon Employee Sentiment Study 2025 | Germany

all confident that their employer

practices and personalized benefits. The challenges of an aging
is investing in their skills of the impact of AI on their jobs. consider sustainable retirement
workforce, rising living costs, and debates about pension reforms
development and training savings investments if they delivered
may also explain the high value placed on retirement savings 33% feel more motivated to
and long-term financial security. Meanwhile, skepticism around to prepare them for the future the same financial outcomes.
develop new skills to stay relevant.
employers’ investment in skills development aligns with concerns of work.
about automation and the future of work, amplified by policy
discussions on digitalization and workforce readiness. Compared
to other geographies, Germany’s workforce appears particularly
attuned to the need for stability and fairness, signaling that employers Top 5 Most Influential Characteristics Current Wellbeing
must take meaningful action to address these expectations while Attracting Employees Thriving 7%
navigating the complexities of political and economic uncertainty. I am continually progressing positively
0%
Provides better Generally good 42%

13% 46%
than average pay I am feeling content
& meaningful
39% 7% 0%
12%
benefits
Balanced 22%
I feel like the peaks and troughs are equal and I am able
Offers flexible 36% 12.1%
to manage well
working

17% Coping 17%

of employees feel of employees are either in the Is a fun place 16.6%
I feel like things are difficult, but I am dealing with them

to work
34% 42%
undervalued. process of moving employers or Struggling 12%
Encourages
22.1%
I feel like things are difficult, and one more thing will be
might/will seek new employment appropriate
balance between 20% 22%
too much

89 work and personal

in the next 12 months. life commitments Needs Support 1%
41.5%
I cannot cope without external intervention or support

Is a strong fit 16%

with my values
Prefer not to say 1%
6.7%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
54% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
46% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
32% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Retirement
Reward Wants by Gender
Retirement
01 Paid time off Paid time off
savings savings Women are 13% more likely than men
to want paid time off.

Financial Benefits and Advice

Current Benefits Received
Retirement Retirement
02 Paid time off Paid time off 20%
savings savings
16%
Aon Employee Sentiment Study 2025 | Germany

6%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

Remote and/or Remote and/or Remote and/or 4% receive financial education programs
03 Dental insurance
flexible work flexible work flexible work 6% receive financial advice/guidance

Current Working Style

Global benchmark

Medical 54%
Work-life balance Work-life balance Work-life balance
04 coverage/health 50%
programs programs programs
insurance 46%

40%

90 05 Life and disability Career

On-site services Flexible benefits
insurance development 4%
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 22% disagree that their 33% say employers should help
employer provides sufficient employees save for retirement/long
2. Medical coverage
information about their benefits term needs.
3. Work-life balance programs and choices. 28% say employers should
4. Retirement savings support employee wellbeing.
5. Dental insurance Transparent Pay 20% say employers should
support women's health
40% agree that their
(e.g., menstruation, menopause).

Hong Kong
Personalized Benefits compensation is fair compared
54% would be willing to sacrifice to similar roles in the industry. 19% say employers should help
them establish an emergency fund.
Employee Sentiment Findings existing benefits for a better choice 41% are not confident their
of benefits. employer ensures pay equality 18% say employers should support
Employee dissatisfaction is growing, with almost one in five employees regardless of gender. with eldercare or family care.
feeling undervalued, and a majority are either planning to switch jobs
or considering doing so within the next year. A significant lack of trust Development of Skills
exists between employees and employers, with more than a third
35% of employees are not at Impact of AI Investing in our Future
Aon Employee Sentiment Study 2025 | Hong Kong

believing there is inadequate investment in their skills development —

all confident that their employer 21% of employees are unsure 64% of employees would
double the global average. Furthermore, only 40 percent of employees
is investing in their skills of the impact of AI on their jobs. consider sustainable retirement
agree that their compensation is fair compared to similar roles in the
development and training savings investments if they delivered
industry, significantly lower than the global benchmark of 63 percent. 33% feel more motivated to
These factors contribute to a disengaged workforce and explain to prepare them for the future the same financial outcomes.
develop new skills to stay relevant.
why so many have their eyes on an exit plan. Competitive pay and of work.
meaningful benefits are the most influential factors when deciding to
stay with or join a company, so employers must act urgently to improve
employee engagement and offer competitive rewards to attract and
retain top talent effectively. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 7%
I am continually progressing positively
0%

17% 63% Provides better 7% Generally good 34%

than average pay & 61% 1.2%
I am feeling content
meaningful benefits
11%
Balanced 42%
4.8%
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the Is a fun place to work to manage well
32%

Coping 11%
undervalued. process of moving employers or 34% I feel 11.1%
like things are difficult, but I am dealing with them
Offers flexible working 19%
might/will seek new employment Struggling 5%
I feel 41.5%
in the next 12 months. Provides support 17%
42% like things are difficult, and one more thing will be
too much

91 for my wellbeing
Needs Support 1%
Encourages appropriate
34.4%
I cannot cope without external intervention or support

balance between 16%

work and personal
life commitments Prefer not to say 0%
7%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
47% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
39% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
34% Internal company website
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical
Reward Wants by Gender
01 coverage/health Paid time off coverage/health coverage/health Women are 11% more likely than men to
insurance insurance insurance want career development and learning.

Financial Benefits and Advice

Current Benefits Received
Medical
Retirement
02 Paid time off coverage/health Paid time off
savings 12%
insurance
Aon Employee Sentiment Study 2025 | Hong Kong

7% 7%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

6% receive financial education programs

Work-life balance Work-life balance Work-life balance
03
programs programs programs
Paid time off 4% receive financial advice/guidance

Current Working Style

Global benchmark

75%
Unlimited Retirement Retirement Work-life balance
04
paid time off savings savings programs

54%

40%

24%

92 05 Career Life and disability

Flexible benefits Dental insurance
development insurance
7% 2%

Office Hybrid Remote/

based virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Work-life balance programs 8% disagree that their employer 58% say employers should
provides sufficient information support employee wellbeing.
2. Medical coverage
about their benefits and choices. 54% say employers should provide
3. Career development
financial education.
4. Paid time off
Transparent Pay 53% say employers should provide
5. Retirement savings financial advice/guidance.
75% agree that their
compensation is fair compared 53% say employers should help

India
Personalized Benefits to similar roles in the industry. employees save for retirement/long
term needs.
76% would be willing to sacrifice 11% are not confident their
Employee Sentiment Findings existing benefits for a better choice employer ensures pay equality 49% say employers should help
of benefits. regardless of gender. them establish an emergency fund.
Employee expectations in India have shifted significantly, driven
by changing demographics. While compensation remains
the most influential factor when deciding to stay with or join a Development of Skills Impact of AI Investing in our Future
company, the increased emphasis on work-life balance as a
10% of employees are not at 4% of employees are unsure 51% of employees would
benefit opportunity is striking. Employees are fully returning to the
all confident that their employer of the impact of AI on their jobs. consider sustainable retirement
office in many firms and the impact is apparent. There is a clear
is investing in their skills savings investments if they delivered
43% feel more motivated to
Aon Employee Sentiment Study 2025 | India

opportunity for employers to highlight the value of their benefits,

development and training the same financial outcomes.
moving beyond traditional communication methods to enhance develop new skills to stay relevant.
employee engagement. Employees are also increasingly aware to prepare them for the future
of the advantages of medical and life benefits. While India has a of work.
young workforce, the awareness of the importance of retirement
and financial planning is surprising. It’s a change that may be driven
by a greater understanding of the impact of inflation on daily living,
especially as entry-level wages in many sectors have seen few rises. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 26%
I am continually progressing positively
0%

7% 82% Provides better Generally good 33%

than average pay & 46% 8% 0%
I am feeling content
meaningful benefits
Balanced 30%
Is environmentally 26%
3.1%
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the and socially 24% to manage well
responsible
Coping 8%
undervalued. process of moving employers or Provides support
I feel 7.7%
like things are difficult, but I am dealing with them
22% 30%
might/will seek new employment for my wellbeing
Struggling 3%
I feel 30.4%
in the next 12 months. Is a fun place 21% 33%
like things are difficult, and one more thing will be
too much

93 to work
Needs Support 1%
32.5%
I cannot cope without external intervention or support

Is a strong fit 21%

with my values
Prefer not to say 0%
25.7%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
64% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
48% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
45% Virtual meeting
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical
Reward Wants by Gender
Work-life balance
01
programs
coverage/health coverage/health coverage/health Women are 6% more likely than men
insurance insurance insurance to want work/life balance and onsite
support services.

Financial Benefits and Advice

Career Work-life balance Work-life balance Work-life balance Current Benefits Received
02
development programs programs programs 17% 17%
13%
Aon Employee Sentiment Study 2025 | India

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

Medical
Career
14% receive financial education programs
03 coverage/health Paid time off Flexible benefits
insurance
development 13% receive financial advice/guidance

Current Working Style

Global benchmark

54%
Retirement Career Career 53%
04 Paid time off
savings development development
44%
40%

94 05 Life and disability Retirement Retirement

Paid time off
insurance savings savings
3%
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 13% disagree that their employer 54% say employers should
provides sufficient information support employee wellbeing.
2. Retirement savings
about their benefits 52% say employers should help
3. Medical coverage and choices. employees save for retirement/long
4. Work-life balance programs term needs.
5. Remote and/or flexible work Transparent Pay 38% say employers should
support women's health
54% agree that their
(e.g., menstruation, menopause).

Ireland
Personalized Benefits compensation is fair compared
66% would be willing to sacrifice to similar roles in the industry. 30% say employers should provide
financial advice/guidance.
Employee Sentiment Findings existing benefits for a better choice 20% are not confident their
of benefits. employer ensures pay equality 29% say employers should provide
Unemployment in Ireland remains near record lows, and post- regardless of gender. financial education.
pandemic, employee preferences have shifted towards paid time
off and work-life balance. Flexible working is critical to attracting Development of Skills
employees, following competitive pay and benefits. Retirement is
27% of employees are not at Impact of AI Investing in our Future
also a significant focus as Ireland introduces the Auto-Enrollment
all confident that their employer 20% of employees are unsure of 54% of employees would
Retirement Savings Scheme in 2025. Ireland has Europe's highest
Aon Employee Sentiment Study 2025 | Ireland

is investing in their skills the impact of AI on their jobs. consider sustainable retirement
private medical insurance membership rate, making medical coverage
development and training savings investments if they delivered
highly valued. As cost pressures mount and employee expectations 30% feel more motivated to
shift, leaders must find innovative ways to balance cost and to prepare them for the future the same financial outcomes.
develop new skills to stay relevant.
investment. With two-thirds of employees willing to sacrifice existing of work.
benefits for better choices and the same proportion considering other
opportunities, understanding what employees value is crucial for
businesses to grow and thrive. Employers should leverage legislation
on auto-enrollment and pay transparency to do more than just comply Top 5 Most Influential Characteristics Current Wellbeing
but to make strategic and proactive moves to attract and retain talent. Attracting Employees Thriving 6%
I am continually progressing positively
0%
7% 6%

18% 67%
Provides better Generally good 29%
than average pay & 58% 0%
I am feeling content
meaningful benefits
Balanced 28%
Offers flexible 37% 6.9%
I feel like the peaks and troughs are equal and I am able
to manage well
working
29%
30% Coping 30%
of employees feel of employees are either in the Provides
I feel 29.6%
like things are difficult, but I am dealing with them
20%
undervalued. process of moving employers or stimulating work
Struggling 7%
might/will seek new employment Provides valuable
career and/ 20%
I feel 28.4%
like things are difficult, and one more thing will be
too much

95 in the next 12 months.

or development
opportunities 28% Needs Support 0%
29.2%
I cannot cope without external intervention or support
Is a place where I
feel like I belong, am 19%
accepted and valued Prefer not to say 0%
6%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
68% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
40% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
32% Internal company website
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
Retirement Retirement
01 Paid time off Paid time off
savings savings Women are 12% more likely than men
to want work/life balance and onsite
support services.

Financial Benefits and Advice

Career Retirement Current Benefits Received
02 savings Paid time off Paid time off
development
48%
11% receive
financial
Aon Employee Sentiment Study 2025 | Ireland

education
programs
11% receive
19%
16%

Medical Medical
Work-life balance Work-life balance
03 coverage/health coverage/health financial
programs programs
insurance insurance Defined Defined Other advice/
contribution/ benefit retirement
savings plan pension savings guidance

Current Working Style

Global benchmark
Medical Medical
Work-life balance Work-life balance
04 coverage/health coverage/health
programs programs 54%
insurance insurance 49%

40%
38%

96 Retirement Career Remote and/or Remote and/or

05
savings development flexible work flexible work 12%

7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 25% disagree that their 49% say employers should
employer provides easy access support employee wellbeing.
2. Work-life balance programs
to benefits. 39% say employers should
3. Paid time off
support with childcare.
4. Retirement savings
Transparent Pay 37% say employers should
5. Dental insurance support women's health
37% agree that their
(e.g., menstruation, menopause).
compensation is fair compared
37% say employers should help
Italy
Personalized Benefits to similar roles in the industry.
them establish an emergency fund.
57% would be willing to sacrifice 30% are not confident their
Employee Sentiment Findings existing benefits for a better choice employer ensures pay equality 36% say employers should
of benefits. regardless of gender. support with eldercare or family
The post-pandemic era and declining trust in public healthcare have care.
seen medical coverage become one of the most valued employee
benefits. While work-life balance programs were the third most Development of Skills Impact of AI
valuable benefit globally, Italian employees appear to prioritize this
41% of employees are not at 26% of employees are unsure Investing in our Future
offering more highly, choosing it as the second most valued benefit.
all confident that their employer of the impact of AI on their jobs. 50% of employees would consider
Despite the tendency of Italian markets to show a higher turnover,
is investing in their skills sustainable retirement savings
leading to insecurity for both employees and companies, only 40 29% feel more motivated to
Aon Employee Sentiment Study 2025 | Italy

development and training investments if they delivered the

percent of Italian employees are currently searching for a new position develop new skills to stay relevant.
— a significantly lower percentage than most other geographies to prepare them for the future same financial outcomes.
surveyed. Moreover, Italian employees are most concerned about a of work.
lack of investment in skills development. To increase the retention and
engagement of talent, employers must focus on devising personalized
benefits programs that prioritize medical, work-life balance and skills
development to meet the evolving needs of employees. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 1%
I am continually progressing positively
1%

19% 40% Provides better Generally good 24%

than average pay & 35% 9% I am feeling content
1%
meaningful benefits

24% Balanced 41%

I feel like the peaks and troughs are equal and I am able
Offers flexible 20% 9%well
of employees feel of employees are either in the working to manage

23% Coping 23%

undervalued. process of moving employers or Provides 23%
I feel like things are difficult, but I am dealing with them
18%
stimulating work
might/will seek new employment Struggling 9%
I feel 41%
in the next 12 months.
like things are difficult, and one more thing will be
Encourages too much
collaboration 17%
41%
97 and teamwork
Needs Support 1%
24%
I cannot cope without external intervention or support

Is a strong fit 16%

with my value
Prefer not to say 1%
1%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
50% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
46% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical
Reward Wants by Gender
Work-life balance
01
programs
coverage/health coverage/health coverage/health Women are 12% more likely than men
insurance insurance insurance
to want life and disability insurance.

Financial Benefits and Advice

Current Benefits Received
Medical
Work-life balance Retirement
02 coverage/health Paid time off 15%
programs savings
insurance
8%
5%

Defined Defined Other

Aon Employee Sentiment Study 2025 | Italy

contribution/ benefit retirement

savings plan pension savings

3% receive financial education programs

Career Work-life balance Retirement
03 Dental insurance
development programs savings 2% receive financial advice/guidance

Current Working Style

Global benchmark

62%
Critical illness
04 Paid time off Dental insurance Paid time off
coverage 54%

40%

33%

98 05 Retirement Critical illness Life and disability

On-site services
savings coverage insurance
7%
5%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 17% disagree that their employer 31% say employers should support
is taking the necessary actions to with eldercare or family care.
2. Retirement savings
protect and improve the wellbeing of 30% say employers should
3. Medical coverage employees. support with childcare.
4. Work-life balance programs
28% say employers should
5. Flexible benefits Transparent Pay support employee wellbeing.
36% agree that their 28% say employers should

Japan
Personalized Benefits compensation is fair compared support with family forming or
to similar roles in the industry. fertility.
36% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 48% are not confident their 25% say employers should help
of benefits. employer ensures pay equality employees save for retirement/long
Japan has a significant and well-publicized wage gap between regardless of gender. term needs.
men and women. This study identified that only a relatively low
percentage of employees feel their compensation is fair compared Development of Skills
to similar roles, indicating that pay transparency in Japan has not yet
38% of employees are not at Impact of AI Investing in our Future
progressed. Office-based working is still the primary working style,
all confident that their employer 32% of employees are unsure 50% of employees would consider
and 1-on-1 meetings are the most preferred communication method,
Aon Employee Sentiment Study 2025 | Japan

is investing in their skills of the impact of AI on their jobs. sustainable retirement savings
indicating a preference for in-person collaboration and direct
development and training investments if they delivered the
communication. Paid time off is the benefit people value most across 23% feel more motivated to
all generations, highlighting the importance of having time away from to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
their workplace and work. Interestingly, satisfaction with the benefits of work.
currently offered appears to be high, but despite this, almost half of
all employees are focused on their next professional move. Investing
in skills development may help employees feel more valued, which
could stem the flow of talent seeking new opportunities. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 2%
I am continually progressing positively
3%

21% 47% Provides better than Generally good 27%

average pay & meaningful 35%
9% 0%
I am feeling content
benefits
Balanced 33%
27% 8%well
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the Is a fun place to work 27% to manage

Coping 25%
undervalued. process of moving employers or Encourages appropriate 25% I feel 25%
like things are difficult, but I am dealing with them
balance between 24%
might/will seek new employment work and personal life
commitments Struggling 9%
I feel 33%
in the next 12 months. Is a strong fit with my values 24%
like things are difficult, and one more thing will be
too much

99 33%
Needs Support 0%
Treats employees equitably, 27%
I cannot cope without external intervention or support

especially through pay 19%

practices and career
advancement opportunities Prefer not to say 4%
2%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
40% 1-on-1 meeting
Generation Z Generation Y (Millennials) Generation X Baby Boomers
33% Internal company website
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
30% Email
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
01 Paid time off Paid time off Paid time off Paid time off Women are 11% more likely than men
to want health and wellbeing benefits.

Financial Benefits and Advice

Current Benefits Received
Retirement Retirement Retirement
02 Flexible benefits 27%
savings savings savings
21%
17%
Aon Employee Sentiment Study 2025 | Japan

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings
Medical Medical Medical
Work-life balance
03
programs
coverage/health coverage/health coverage/health 9% receive financial education programs
insurance insurance insurance
3% receive financial advice/guidance

Current Working Style

Global benchmark

Retirement Work-life balance Work-life balance

04 Flexible benefits 80%
savings programs programs

54%

40%

100 05 Investment Childcare and Work-life balance

Flexible benefits
opportunities family support programs 18%

7% 2%

Office Hybrid Remote/

based virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 11% disagree that their employer 69% say employers should
is taking the necessary actions to support employee wellbeing.
2. Retirement savings
protect the health and safety of 66% say employers should help
3. Paid time off employees. employees save for retirement/long
4. Work-life balance programs term needs.
5. Career development Transparent Pay 62% say employers should provide
financial education.
77% agree that their
61% say employers should help
Mexico
Personalized Benefits compensation is fair compared
to similar roles in the industry. them establish an emergency fund.
79% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 11% are not confident their 60% say employers should provide
of benefits. employer ensures pay equality financial advice/guidance.
In Mexico, health insurance is one of the most valued benefits by regardless of gender.
different generations, likely due to the challenges faced by public
health systems. Work-life balance is also a benefit highly valued Development of Skills Investing in our Future
by workers, given the high level of burnout that Mexicans are
8% of employees are not at Impact of AI 50% of employees would consider
experiencing in the wake of the pandemic. In general, workers in
Mexico feel that their employers should play a protectionist role
all confident that their employer 11% of employees are unsure sustainable retirement savings
Aon Employee Sentiment Study 2025 | Mexico

is investing in their skills of the impact of AI on their jobs. investments if they delivered the
and are willing to be open to receiving support for their physical
development and training same financial outcomes.
and financial wellbeing. Unlike Generation Z, workers of Generation 47% feel more motivated to
X and Y place great importance on being able to save for their to prepare them for the future develop new skills to stay relevant.
retirement, likely as a result of significant changes to pension of work.
schemes. Employees remain attracted to an employer by a robust
benefits package in addition to their salaries. Younger employees
also express the greatest desire for hybrid work schemes at a time
when many employers are pushing for a return to the office. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 30%
I am continually progressing positively
0%

14% 52%
Provides better Generally good 31%
than average pay
& meaningful
55% 1%
I am feeling content

benefits 12%
Recognizes Balanced 24%
strong individual 30% 2%well
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the

21% to manage
achievement or
performance
Coping 12%
undervalued. process of moving employers or Is a strong fit
I feel 12%
like things are difficult, but I am dealing with them
18% 24%
might/will seek new employment with my value
Struggling 2%
I feel 24%
in the next 12 months. Provides support for 17%
like things are difficult, and one more thing will be
too much

101 my wellbeing
31% Needs Support 1%
31%
I cannot cope without external intervention or support
Encourages
collaboration 17%
and teamwork Prefer not to say 0%
29%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
48% 1-on-1 meeting
Generation Z Generation Y (Millennials) Generation X Baby Boomers
47% Email
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
39% Text message/WhatsApp
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical
Reward Wants by Gender
Retirement
01 coverage/health coverage/health
savings
coverage/health Women are 12% more likely
insurance insurance insurance
than men to want paid time off.

Financial Benefits and Advice

Current Benefits Received
Medical
Work-life balance Retirement 26%
02 coverage/health Paid time off
programs savings
insurance 19%
15%
Aon Employee Sentiment Study 2025 | Mexico

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

Work-life balance Life and disability 11% receive financial education programs
03 Paid time off Paid time off
programs insurance
12% receive financial advice/guidance

Current Working Style

Global benchmark

60%
Emotional Career Retirement
04 Paid time off
wellbeing support development savings 54%

40%
35%

102 05 Career Career Life and disability Unlimited

development development insurance paid time off
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 16% disagree that their employer 42% say employers should help
provides sufficient information employees save for retirement/long
2. Retirement savings
about their benefits and choices. term needs.
3. Career development
29% say employers should
4. Remote and/or flexible work support employee wellbeing.
Transparent Pay
5. Work-life balance programs 20% say employers should
63% agree that their
support women's health
compensation is fair compared
(e.g., menstruation, menopause).

Netherlands
Personalized Benefits to similar roles in the industry.
61% would be willing to sacrifice 13% are not confident their 18% say employers should support
with eldercare or family care.
existing benefits for a better choice employer ensures pay equality
Employee Sentiment Findings
of benefits. regardless of gender. 16% say employers should support
The Netherlands is known for its extensive and well-regulated working with childcare.
conditions that can contribute to a positive work culture and employee
wellbeing. However, the Dutch labor market is tight, increasing Development of Skills Impact of AI
competition for talent and driving employers to reevaluate their
8% of employees are not at 24% of employees are unsure of Investing in our Future
Aon Employee Sentiment Study 2025 | Netherlands

existing people strategies. Employee sentiment in the Netherlands

all confident that their employer the impact of AI on their jobs. 45% of employees would consider
reflects a shift in priorities, with work-life balance programs valued
is investing in their skills sustainable retirement savings
above salary. Flexibility in working hours and additional vacation 31% feel more motivated to
development and training investments if they delivered the
days are also becoming increasingly important. Dutch employees develop new skills to stay relevant.
demonstrated skepticism in their employer's contribution towards to prepare them for the future same financial outcomes.
skills development, with eight percent lacking confidence that their of work.
employer is investing in their skills development and training to
prepare for the future of work — however, this is significantly lower
than the global average. Employers who adopt a more personalized,
future-focused approach to employee benefits should leverage this Top 5 Most Influential Characteristics Current Wellbeing
advantage within a competitive environment to attract and retain talent. Attracting Employees Thriving 5%
I am continually progressing positively
1%

Generally good 51%

7% 44%
Is a fun place
to work
51% 1%
I am feeling content

11%
Provides better Balanced 27%
than average pay 38% 5%well
I feel like the peaks and troughs are equal and I am able
to manage
& meaningful
benefits
Coping 11%
of employees feel of employees are either in the Offers flexible
I feel 11%
like things are difficult, but I am dealing with them
27%
undervalued. process of moving employers or working
27% 51%
Struggling 5%
might/will seek new employment Is a strong fit 25%
I feel 27%
like things are difficult, and one more thing will be
too much

103 in the next 12 months.

with my values
Needs Support 1%
Is a place where I 51%
I cannot cope without external intervention or support
feel like I belong, 24%
am accepted and
valued Prefer not to say 1%
5%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
64% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
56% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
36% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
01 Paid time off Paid time off Paid time off Paid time off Women are 15% more likely than men
to want health and wellbeing benefits.

Financial Benefits and Advice

Current Benefits Received
Work-life balance Career Retirement Retirement
02
programs development savings savings
10% receive
Aon Employee Sentiment Study 2025 | Netherlands

38%
financial
education
programs

11%
14% receive
Medical
7% financial
Remote and/or Remote and/or
03 Flexible benefits coverage/health Defined Defined Other advice/
flexible work flexible work
insurance contribution/ benefit retirement guidance
savings plan pension savings

Current Working Style

Global benchmark

Medical 54%
Work-life balance Work-life balance 53%
04 coverage/health Flexible benefits
programs programs
insurance
40%
38%

Medical Medical
104 05 Remote and/or
Women’s health coverage/health coverage/health
flexible work
insurance insurance 7%
9%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 9% disagree that their employer 70% say employers should
is taking the necessary actions to support employee wellbeing.
2. Paid time off
protect the health and safety of 66% say employers should help
3. Work-life balance programs employees. them establish an emergency fund.
4. Career development
65% say employers should help
5. Retirement savings Transparent Pay employees save for retirement/long
term needs.
60% agree that their
58% say employers should provide
Philippines
Personalized Benefits compensation is fair compared
to similar roles in the industry. financial education.
83% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 20% are not confident their 55% say employers should provide
of benefits. employer ensures pay equality financial advice/guidance.
Almost two-thirds of employees told us they were in the process regardless of gender.
of moving or seeking new employment. With tight competition
for talent in the Philippines, this highlights the need for a strong Development of Skills Investing in our Future
focus on total rewards to support employee retention strategies.
15% of employees are not at Impact of AI 53% of employees would consider
Aon Employee Sentiment Study 2025 | Philippines

Considering the challenges faced by the national healthcare system,

it's understandable that employees value medical/health coverage
all confident that their employer 8% of employees are unsure of sustainable retirement savings
is investing in their skills the impact of AI on their jobs. investments if they delivered the
the most, with paid time off coming second. Interestingly, 83 percent
development and training same financial outcomes.
of employees would be willing to sacrifice existing benefits for better 44% feel more motivated to
choices, highlighting the need for flexibility and personalization, given to prepare them for the future develop new skills to stay relevant.
the diversity of today’s workforce. Employees also expressed an of work.
increasing demand for comprehensive support from employers to
support their wellbeing. Amid continued economic volatility and the
rising cost of living, there is a growing expectation for employers to
assist in establishing an emergency fund and retirement, supporting Top 5 Most Influential Characteristics Current Wellbeing
both current and future financial wellbeing. Attracting Employees Thriving 17%
I am continually progressing positively
0%

12% 64%
Provides better Generally good 23%
than average pay 66% I am feeling content
& meaningful 2.3%
benefits 17%
Balanced 28%
Is a fun place to work 27% 6.2%
I feel like the peaks and troughs are equal and I am able
to manage well
23%
Coping 23%
of employees feel of employees are either in the Provides support
I feel 23.2%
like things are difficult, but I am dealing with them
22%
undervalued. process of moving employers or for my wellbeing 23%
Struggling 6%
might/will seek new employment Offers flexible
I feel 30.5%
like things are difficult, and one more thing will be
too much
21%
105 in the next 12 months.
working 28%
Needs Support 2%
Recognizes 20.7%
I cannot cope without external intervention or support

strong individual
19%
achievement or
performance Prefer not to say 0%
17.%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
52% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
50% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
38% Virtual meeting

Biggest Difference in Total

Medical Medical Medical
Reward Wants by Gender
01 coverage/health coverage/health coverage/health Women are 4% more likely than men
insurance insurance insurance
to want work/life balance and onsite
support services.

Financial Benefits and Advice

Current Benefits Received
02 Paid time off Paid time off Paid time off
21%
Aon Employee Sentiment Study 2025 | Philippines

19%
16%

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings
Work-life balance Work-life balance Work-life balance Insufficient data to give an
03
programs programs programs accurate representation 17% receive financial education programs
15% receive financial advice/guidance

Current Working Style

Global benchmark

Career Career Career

04
development development development 54%

47%

40% 40%

106 05 Life and disability Retirement Retirement

14%
insurance savings savings
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 27% disagree that their 58% say employers should
employer provides sufficient support employee wellbeing.
2. Paid time off
information about their benefits 42% say employers should provide
3. Work-life balance programs and choices. financial education.
4. Career development
39% say employers should
5. Emotional wellbeing support Transparent Pay support women's health
(e.g., menstruation, menopause).
34% agree that their
39% say employers should
Portugal
Personalized Benefits compensation is fair compared
to similar roles in the industry. support with childcare.
70% would be willing to sacrifice
Employee Sentiment Findings existing benefits for a better choice 26% are not confident their 38% say employers should
of benefits. employer ensures pay equality support with eldercare or family
An emphasis on work-life balance and employee support characterizes regardless of gender. care.
Portugal's work culture. Still, comparatively lower salaries and a lack
of transparency around employer benefits can hinder employee Development of Skills
satisfaction. With the retirement age rising, there is a growing need
35% of employees are not at Impact of AI Investing in our Future
for benefits that support health and wellbeing throughout extended
all confident that their employer 21% of employees are unsure 51% of employees would consider
Aon Employee Sentiment Study 2025 | Portugal

careers, alongside better preparation for long-term financial needs

is investing in their skills of the impact of AI on their jobs. sustainable retirement savings
and retirement planning solutions. Portugal’s employee sentiment
development and training investments if they delivered the
emphasizes the importance of comprehensive, tailored benefits 24% feel more motivated to
that address the diverse needs and expectations of the workforce. to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
Additionally, the high percentage of employees feeling undervalued of work.
coupled with those considering job changes highlights the urgency
to invest in skills development, pay equality and communicate openly
about benefits. Addressing these topics is essential for creating a
more equitable, inclusive and supportive work environment, ultimately Top 5 Most Influential Characteristics Current Wellbeing
improving employee retention and satisfaction. Attracting Employees Thriving 7%
I am continually progressing positively
0%

6% 7%

33% 46%
Provides better Generally good 27%
than average pay
& meaningful
44% 0.6%
I am feeling content

benefits
Is financially Balanced 30%
successful or a market 24% 5.9%
I feel like the peaks and troughs are equal and I am able
to manage well
leader in areas in
which it competes 27%
30% Coping 30%
of employees feel of employees are either in the Offers flexible
I feel 29.9%
like things are difficult, but I am dealing with them
20%
undervalued. process of moving employers or working
Struggling 6%
might/will seek new employment Encourages
18%
I feel 30%
like things are difficult, and one more thing will be
too much
collaboration
107 in the next 12 months. and teamwork 30% Needs Support 1%
27%
I cannot cope without external intervention or support

Provides support for 17%

my wellbeing
Prefer not to say 0%
6.6%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
60% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
43% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% Internal company website
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Medical Medical Reward Wants by Gender
01 coverage/health coverage/health coverage/health coverage/health
insurance insurance insurance insurance Women are 9% more likely than men
to want health and wellbeing benefits.

Financial Benefits and Advice

Current Benefits Received
Retirement
02 Paid time off Paid time off Paid time off
savings 5%
7%
5%
Aon Employee Sentiment Study 2025 | Portugal

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

5% receive financial education programs

5% receive financial advice/guidance
Work-life balance Work-life balance
03 On-site services Paid time off
programs programs
Current Working Style
Global benchmark

63%

54%
Profit sharing/ Career Career Critical illness
04
share schemes development development coverage
40%

31%

108 05 Emotional Retirement Work-life balance 7% 7%

Dental Unlimited wellbeing support savings programs
insurance paid time off Office based Hybrid Remote/
virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 12% disagree that their employer 44% say employers should
is taking the necessary actions to support employee wellbeing.
2. Paid time off
protect and improve the wellbeing 24% say employers should
3. Work-life balance programs of employees. support with eldercare or family
4. Flexible benefits care.
5. Career development Transparent Pay 24% say employers should help
employees save for retirement/long
45% agree that their
term needs.

Singapore
Personalized Benefits compensation is fair compared
65% would be willing to sacrifice to similar roles in the industry. 24% say employers should
support with childcare.
Employee Sentiment Findings existing benefits for a better choice 35% are not confident their
of benefits. employer ensures pay equality 21% say employers should help
Singapore’s labor market continues to show surprising resilience regardless of gender. them establish an emergency fund.
despite deteriorating global economic conditions and emerging labor
market challenges. At the same time, employee sentiment in our survey Development of Skills
highlights an evolution of priorities and aspirations based on the top
29% of employees are not at Impact of AI Investing in our Future
five most valued benefits. Changing employee expectations have seen
Aon Employee Sentiment Study 2025 | Singapore

all confident that their employer 13% of employees are unsure of 51% of employees would consider
work-life balance, personalized benefits, flexible working and gender-
is investing in their skills the impact of AI on their jobs. sustainable retirement savings
specific medical coverage increase in value for Singapore’s workforce.
development and training investments if they delivered the
With a fifth of employees feeling undervalued and two-thirds focused 35% feel more motivated to
on an exit from their current role, employers must evolve their human to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
capital strategies to meet these challenges. Employers should ensure a of work.
consistent and continual investment in their employees to help mitigate
workload pressures and retain their brightest talents. Taking active
steps to design and leverage revised employee value propositions
(EVPs) can enhance the employee experience, strengthen talent Top 5 Most Influential Characteristics Current Wellbeing
strategies and deliver the best return on investment in total rewards. Attracting Employees Thriving 6%
I am continually progressing positively
0%

21% 67%
Provides better Generally good 28%
than average pay
& meaningful
58%
1.4%
I am feeling content

benefits
Balanced 31%
Offers flexible 26% 6.2%
I feel like the peaks and troughs are equal and I am able
to manage well
working
28%
27% Coping 27%
of employees feel of employees are either in the Provides support for
I feel 27.4%
like things are difficult, but I am dealing with them
19%
undervalued. process of moving employers or my wellbeing
Struggling 6%
might/will seek new employment Recognizes strong
18%
I feel 30.7%
like things are difficult, and one more thing will be
too much
individual achievement
109 in the next 12 months. or performance 31% Needs Support 2%
Is financially 28.3%
I cannot cope without external intervention or support

successful or a market 18%

leader in areas in
which it competes Prefer not to say 0%
6%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
64% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
37% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
32% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical Reward Wants by Gender
01 Paid time off Paid time off coverage/health coverage/health
insurance insurance Women are 6% more likely than men
to want paid time off.

Financial Benefits and Advice

Medical Current Benefits Received
Work-life balance Work-life balance
02 coverage/health Paid time off 4%
3% 3%
programs programs
insurance
Aon Employee Sentiment Study 2025 | Singapore

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

4% receive financial education programs

Medical 4% receive financial advice/guidance
Work-life balance Work-life balance
03 coverage/health Dental insurance
programs programs
insurance
Current Working Style
Global benchmark

56%
54%

Remote and/or Critical illness

04 Flexible benefits Paid time off
flexible work coverage 41%
40%

110 05 Career Career Life and disability Critical illness 7%

development development insurance coverage 4%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 23% disagree that their 50% say employers should
employer provides sufficient support employee wellbeing.
2. Medical coverage
information about their benefits 40% say employers should
3. Work-life balance programs and choices. support with childcare.
4. Retirement savings
39% say employers should
5. Career development Transparent Pay support with eldercare or family
care.
43% agree that their
39% say employers should help
Spain
Personalized Benefits compensation is fair compared
to similar roles in the industry. employees save for retirement/long
55% would be willing to sacrifice
term needs.
Employee Sentiment Findings existing benefits for a better choice 22% are not confident their
of benefits. employer ensures pay equality 33% say employers should help
Spain’s employee sentiment reveals that the proportion of employees regardless of gender. them establish an emergency fund.
who feel undervalued is above the global average. Despite this, fewer
employees are actively seeking new employment when compared to Development of Skills
the global average. This paradox is directly related to an economic-
32% of employees are not at Impact of AI Investing in our Future
cultural factor, with Spanish society placing a high value on stability.
all confident that their employer 22% of employees are unsure of 45% of employees would consider
As housing costs increase, birth rates drop and vacancy numbers
the impact of AI on their jobs. sustainable retirement savings
Aon Employee Sentiment Study 2025 | Spain

is investing in their skills

decline, people's willingness to move roles has been severely impacted.
development and training investments if they delivered the
Among the different generations, the most valued benefits are paid 23% feel more motivated to
time off and health insurance; the latter is likely a response to Spain’s to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
public health system coming under increasing pressure. Younger of work.
workers increasingly prioritize work-life balance and hybrid work, but
data shows Spain's office-centric model lags behind other geographies.
Against these shifting employee preferences, organizations should
prioritize increased levels of flexibility to attract and retain vital talent. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 9%
I am continually progressing positively
0.2%

18% 30%
Provides better Generally good 37%
than average pay 9%
& meaningful
45% 1%
I am feeling content

benefits
Balanced 29%
Offers flexible 25%
19% 4.5%
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the working to manage well

Coping 19%
undervalued. process of moving employers or Is a strong fit
I feel 19.1%
like things are difficult, but I am dealing with them
19%
37%
might/will seek new employment with my values
Struggling 5%
I feel 28.8%
in the next 12 months. Provides 18% 29%
like things are difficult, and one more thing will be
too much

111 stimulating work

Needs Support 1%
37.2%
I cannot cope without external intervention or support
Encourages
collaboration 17%
and teamwork Prefer not to say 0%
9.2%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
55% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
41% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
34% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
01 Paid time off Paid time off Paid time off Paid time off
Women are 8% more likely than men
to want paid time off.

Financial Benefits and Advice

Medical Medical Medical Current Benefits Received
Work-life balance
02 coverage/health coverage/health coverage/health
programs 13%
insurance insurance insurance
3%
5%
Aon Employee Sentiment Study 2025 | Spain

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

5% receive financial education programs

Remote and/or Work-life balance Retirement Work-life balance
03
flexible work programs savings programs 5% receive financial advice/guidance

Current Working Style

Global benchmark

60%
Career Retirement Work-life balance Retirement
04
development savings programs savings 54%

40%

32%

Medical
112 05 Career Critical illness Critical illness
coverage/health
development coverage coverage
insurance 8%
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 13% disagree that their employer 48% say employers should
provides sufficient information support employee wellbeing.
2. Work-life balance programs
about my benefits and choices. 48% employers should help them
3. Paid time off
save for children’s education.
4. Career development
Transparent Pay 48% employers should help
5. Retirement savings employees save for retirement/long
70% agree that their
term needs.
compensation is fair compared
46% say employers should
United Arab Emirates
Personalized Benefits to similar roles in the industry.
support women's health
83% would be willing to sacrifice 14% are not confident their
(e.g., menstruation, menopause).
existing benefits for a better choice employer ensures pay equality
Employee Sentiment Findings
of benefits. regardless of gender. 45% employers should provide
The UAE is one of the fastest-growing talent markets in the MEA financial advice/guidance.
region, driven by a strong focus on enhancing the employee value
proposition (EVP) through competitive rewards, work-life balance Development of Skills Impact of AI
and flexibility. Increased competition between private and public
10% of employees are not at 12% of employees are unsure of Investing in our Future
sectors and the adoption of best-in-class frameworks have created
all confident that their employer the impact of AI on their jobs. 40% of employees would consider
skill-based opportunities and ensured the UAE remains a leader in
is investing in their skills sustainable retirement savings
modern human capital strategies. However, employee sentiment 43% feel more motivated to
Aon Employee Sentiment Study 2025 | UAE

development and training investments if they delivered the

from our study highlights that almost three-quarters of employees develop new skills to stay relevant.
are considering a job change, suggesting there is more that to prepare them for the future same financial outcomes.
employers can do to strengthen their talent strategies and enhance of work.
the employee experience. Our study uncovered greater demand
for personalized benefits, particularly wellbeing and health benefits,
with an increased focus on defined career development plans and
global standard retirement savings to support employees' futures. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 25%
I am continually progressing positively
1%

10% 73%
Provides better Generally good 38%
than average pay I am feeling content
& meaningful
45% 2%
benefits
11% 25% Balanced 20%
Is a fun place 31% 4.1%
I feel like the peaks and troughs are equal and I am able

of employees feel of employees are either in the to work to manage well

Coping 11%
undervalued. process of moving employers or Is a strong fit
I feel 23%
like things are difficult, but I am dealing with them
23%
20%
might/will seek new employment with my values
Struggling 5%
in the next 12 months. Recognizes
strong individual 23% 38%
I feel 15%
like things are difficult, and one more thing will be
too much

113 achievement or
performance Needs Support 2%
33.8%
I cannot cope without external intervention or support
Encourages
collaboration and 20%
teamwork Prefer not to say 1%
25%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
60% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
44% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
39% Internal company website
This data is based on a small sample size This data is based on a small sample size
and is for illustrative purposes only. and is for illustrative purposes only.
Biggest Difference in Total
Medical Medical
Reward Wants by Gender
Work-life balance
01
programs
coverage/health coverage/health Men are 12% more likely than women
insurance insurance
to want retirement and financial wellbeing
benefits.

Financial Benefits and Advice

Medical Current Benefits Received
Work-life balance Work-life balance
02 coverage/health
programs programs
insurance 14%
10%
8%
Aon Employee Sentiment Study 2025 | UAE

Defined Defined Other

contribution/ benefit retirement
savings plan pension savings

Insufficient data to give an

10% receive financial education programs
03 Paid time off Paid time off Paid time off
accurate representation 9% receive financial advice/guidance

Current Working Style

Global benchmark

58%
Career Career Retirement
04 54%
development development savings

40% 39%

114 05 Life and disability Career

Dental insurance
insurance development
7%
3%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Paid time off 17% disagree that their employer 44% say employers should help
is taking the necessary actions to employees save for retirement/long
2. Retirement savings
protect and improve the wellbeing term needs.
3. Work-life balance programs of employees. 43% say employers should support
4. Remote or flexible working employee wellbeing.
5. Medical coverage Transparent Pay 28% say employers should support
with childcare.
54% agree that their
28% say employers should
United Kingdom
Personalized Benefits compensation is fair compared
to similar roles in the industry. support women's health
57% would be willing to sacrifice
(e.g., menstruation, menopause).
Employee Sentiment Findings existing benefits for a better choice 22% are not confident their
of benefits. employer ensures pay equality 23% say employers should support
With people working longer and the nation facing a cost-of-living regardless of gender. with eldercare or family care.
crisis, it becomes clear why retirement savings have become the
most valued benefit for both the UK's Generation X and Baby Boomer Development of Skills
Aon Employee Sentiment Study 2025 | United Kingdom

generations. Generation Y expressed an evident appreciation for

27% of employees are not at Impact of AI Investing in our Future
work-life balance and career development opportunities. Many of
all confident that their employer 29% of employees are unsure of 40% of employees would consider
this generation also have a side job, so employers must be creative
is investing in their skills the impact of AI on their jobs. sustainable retirement savings
in offering opportunities that keep these entrepreneurial-minded
development and training investments if they delivered the
individuals engaged and motivated. Lengthy waiting times within the 19% feel more motivated to
NHS has impacted speed of diagnosis and medical treatment. Delays to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
in medical interventions can lead to worsening conditions, preventable of work.
complications, and an increased risk of poor outcomes. However,
despite this backdrop, medical coverage/health insurance does not
seem valued by Generation Y. This is in sharp contrast to the global
data, which shows that this age group highly values this benefit. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 3%
I am continually progressing positively
0.8%

25% 65%
Provides better
than average pay Generally good 34%
40% 6% I am feeling content
2%
& meaningful
benefits
Balanced 34%
Offers flexible 32% 6.1%
I feel like the peaks and troughs are equal and I am able
to manage well
working 19%
of employees feel of employees are either in the 34%
Coping 19%
Is a place where I I feel 19.3%
undervalued. process of moving employers or
like things are difficult, but I am dealing with them
feel like I belong, 20%
am accepted and
might/will seek new employment valued
Struggling 6%
I feel 34.2%
like things are difficult, and one more thing will be
too much

115
in the next 12 months. Provides
stimulating work
19%
34%
Needs Support 2%
Provides valuable 34.2%
I cannot cope without external intervention or support

career and/or 19%

development
opportunities Prefer not to say 1%
3.4%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
67% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
41% 1-on-1 meeting
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
34% Internal company website
This data is based on a small sample size
and is for illustrative purposes only.
Biggest Difference in Total
Reward Wants by Gender
Retirement Retirement Retirement
01
savings
Paid time off
savings savings Women are 15% more likely than men
to want health and wellbeing benefits.

Financial Benefits and Advice

Current Benefits Received
Aon Employee Sentiment Study 2025 | United Kingdom

Retirement
02 Paid time off
savings
Paid time off Paid time off 42% 8% receive
financial
education
22% programs
11% receive
9%
Medical financial
Work-life balance Work-life balance Work-life balance
03 coverage/health Defined Defined Other advice/
programs programs programs
insurance contribution/ benefit retirement
guidance
savings plan pension savings

Current Working Style

Global benchmark

Medical 54%
Remote and/or Career Remote and/or
04 coverage/health
flexible work development flexible work
insurance 44% 43%
40%

116 05 Career Remote and/or Remote and/or Work-life balance

13%
development flexible work flexible work programs
7%

Office based Hybrid Remote/

virtual worker
 Top 5 Valued Benefits Where to Take Action Top Employee Expectations
1. Medical coverage 13% disagree that their employer 53% say employers should help
is taking the necessary actions to employees save for retirement/long
2. Paid time off
protect and improve term needs.
3. Retirement savings the wellbeing of employees. 50% say employers should
4. Dental insurance support employee wellbeing.
5. Work-life balance programs Transparent Pay 29% say employers should
support women's health
65% agree that their
(e.g., menstruation, menopause).

USA
Personalized Benefits compensation is fair compared
60% would be willing to sacrifice to similar roles in the industry. 29% say employers should provide
financial education.
Employee Sentiment Findings existing benefits for a better choice 20% are not confident their
of benefits. employer ensures pay equality 29% say employers should provide
Employee sentiment in the U.S. reflects a focus on employment regardless of gender. financial advice/guidance.
sustainability, driven by a softening job market and the rapid adoption
of AI. U.S. employees are more likely to feel undervalued by their Development of Skills
employer, compared to the global average, and nearly one in four
23% of employees are not at Impact of AI Investing in our Future
employees lack confidence that their employer is investing in their
all confident that their employer 28% of employees are unsure of 40% of employees would consider
skills development. Employees in the U.S. are also almost twice as likely
is investing in their skills the impact of AI on their jobs. sustainable retirement savings
to say they are unsure about how AI will impact their jobs. These skill
Aon Employee Sentiment Study 2025 | USA

development and training investments if they delivered the

and job concerns are driving employees toward employers who offer 28% feel more motivated to
flexible and stimulating career opportunities. With employers expected to prepare them for the future same financial outcomes.
develop new skills to stay relevant.
to fill the gaps in government-provided programs for healthcare, of work.
medical coverage is unsurprisingly the most valued benefit across
all generations. U.S. employees also expect their employers to help
them save for retirement more than their global peers, and retirement
savings is a top three benefit for all generations except Generation Z. Top 5 Most Influential Characteristics Current Wellbeing
Attracting Employees Thriving 12%
I am continually progressing positively
0.7%

17% 57%
Provides better Generally good 39%
than average pay
& meaningful
52%
12% 0.7%
I am feeling content

benefits
Balanced 27%
Offers flexible 17% 4.2%
I feel like the peaks and troughs are equal and I am able
27% to manage well
working
of employees feel of employees are either in the Coping 17%
I feel 16.5%
undervalued. process of moving employers or
like things are difficult, but I am dealing with them
Provides 18%
stimulating work
might/will seek new employment 27%
39% Struggling 4%
I feel 26.8%
like things are difficult, and one more thing will be
Provides valuable
too much

117
in the next 12 months. career and/or
development
17%

opportunities Needs Support 1%

38.9%
I cannot cope without external intervention or support

Is a fun place 17%

to work
Prefer not to say 1%
12.2%
 Top 5 Valued Benefits by Generation Employee Communication
Percentages are rounded

Preferences
73% Email
Generation Z Generation Y (Millennials) Generation X Baby Boomers
36% Internal company website
Born between 1997 and 2012 Born between 1981 and 1996 Born between 1965 and 1980 Born between 1946 and 1964
31% 1-on-1 meeting

Biggest Difference in Total

Medical Medical Medical Medical
Reward Wants by Gender
01 coverage/health coverage/health coverage/health coverage/health Women are 8% more likely than men
insurance insurance insurance insurance
to want life and disability insurance.

Financial Benefits and Advice

Current Benefits Received
Retirement 34%
02 Paid time off Paid time off Paid time off
savings 26%
23%
Aon Employee Sentiment Study 2025 | USA

Defined Defined Other

contribution/ benefit retirement
Retirement Retirement savings plan pension savings
03 Dental insurance Paid time off
savings savings 18% receive financial education programs
15% receive financial advice/guidance
Current Working Style
Global benchmark

Work-life balance
04 Dental insurance Dental insurance Dental insurance
programs 54%

49%

40%

31%

20%

118 05 Retirement Work-life balance Work-life balance Life and disability

savings programs programs insurance
7%

Office based Hybrid Remote/

virtual worker
For more information about Aon’s
broad Human Capital Solutions,
visit www.aon.com/humancapital

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