Most people believe they should be happy at work but the reality doesn’t always match up. One UK survey found that while 94% believe it’s possible to be happy at work most of the time and 87% say work should be more than just a paycheque, only 23% admit they’re currently thriving.
Almost 9 in 10 say their happiness at work affects their mood at home. Expectations are rising too: nearly half say their expectations of work wellbeing are higher than a year ago, and around two-thirds believe their employer should lead on creating a positive work environment.
So what benefits actually move the needle on happiness, stress and loyalty, and which perks are just hype?
The top 10 most mentioned benefits:
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Health insurance: security before perks
On Reddit, health insurance is consistently the most upvoted must-have – good cover, not just the cheapest option, and ideally including dental and eye care. And it matches what wider surveys are seeing. One study found that roughly two-thirds of employees (67%) and employers (68%) rank employer-paid healthcare as the single most important benefit at work.
How businesses can implement it:
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Prioritise solid core cover (including mental health, dental and optical where possible) over other perks.
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Ensure transparency about excesses, waiting periods and exclusions, so people know they can actually use the benefit.
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Use a broker to tailor affordable group schemes, health cash plans or blended options rather than big corporate packages.
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Mental health support: from stigma to real support
Mental health days and accessible counselling come up again and again. In 2024, around 79% of employees reported moderate-to-high stress levels, and 63% showed signs of burnout. When support is available, people use it. One analysis of Employee Assistance Programmes (EAPs) found that 70% of users accessed them because of workplace stress, and over half cited depression as a reason.
How businesses can implement it:
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Allow mental health as a valid reason for sick leave and train managers to back that up.
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Provide EAPs, counselling, coaching or therapy, ideally with a few free sessions per year.
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Equip managers with basic mental health literacy so people don’t feel they have to hide burnout.
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Retirement plans: long-term peace of mind
This is becoming more important as financial pressure rises. Data shows that many employees are deeply concerned about financial security and retirement readiness, and increasingly see retirement benefits as part of that safety net. In the UK, about 40% of employees are living paycheque to paycheque, and 8 in 10 aren’t saving enough for retirement, making workplace pensions and guidance even more critical.
How businesses can implement it:
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Offer contributions above the legal minimum where possible.
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Make it easy for people to understand and adjust their pension contributions.
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Explore simpler schemes with professional advice.
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Flexible work arrangements: how, where and when work happens
Work-life balance is now more important than pay as a top job motivator, especially as more Gen Z employees move up the career ladder, and flexible hours and remote or hybrid options are repeatedly described as life-changing. One report found that 59% of employees without flexibility plan to leave within a year, compared with far fewer where flexibility is available.
How businesses can implement it:
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Offer hybrid models with clear expectations, rather than ad-hoc.
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Allow flex-time in the day for school runs, caring responsibilities or commutes.
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Review roles to identify where genuine flexibility is possible, instead of defaulting to office-first policies.
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Four-day work weeks: less time, better results
The Four day work week has already moved from fringe idea to real-world pilot. The UK’s largest four-day-week trial, involving 61 companies and around 2,900 workers, cut working hours by 20% with no loss of pay. As a result, 71% of employees reported lower levels of burnout, sick days fell by around 65% and staff turnover dropped by 57%.
How businesses can implement it:
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Run a time-limited pilot (e.g. six months) with clear productivity metrics, rather than a permanent overnight change.
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Use a 100–80–100 model: 100% pay, 80% time, 100% productivity.
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Invest in process improvements (automation, meeting hygiene, focus time) so reduced hours don’t simply mean compressed stress.
