The top three workplace wellbeing actions for employers in 2026

By Paula Allen, Global Leader, Research & Client Insights, TELUS Health

The Crisis Hiding in Plain Sight

The UK workforce is struggling more than many employers realise. The latest TELUS Mental Health Index (MHI) shows a population under strain:  more than a third of employees report feeling anxious (34 percent), nearly one in three feel isolated (31 per cent), and 28 per cent are experiencing symptoms of depression. Young workers, women, and caregivers are bearing the brunt.

Despite a tendency to be more open to the mental health issues of others, employees under 40 are 60 per cent more likely to feel negatively about themselves when facing mental health challenges. Parents are feeling the financial crunch as 70 per cent are more likely to cut spending than non-parents. These stressors erode mental wellbeing and reduce focus in the workplace, which has critical impacts for organisations.

Forward-thinking employers who are exploring proactive, integrated wellbeing strategies, must consider three key components of their strategy to meaningfully support workplace health in 2026: 

1. Personalised wellbeing support

One in four employees say mental health directly impacts their productivity. With this, organisations would do well to focus on employee health as a business imperative, not a nice-to-have, in supporting productivity. It is important to recognise that team members based in various geographies, amongst various cultures, across multiple generations have diverse health and wellbeing needs. A younger worker new in the workforce will have different wellbeing needs in comparison to a mother who’s a mid-level manager, so tailored solutions are key to providing meaningful support.

2. Integrate financial and mental health programmes

One-third of UK employees cite financial stress as their top concern. Financial strain and mental distress form a vicious cycle, each intensifying the other and bleed into the workplace, affecting productivity, culture and the energy to innovate. Comprehensive support has significant power by addressing the needs of the whole person. Financial tools and consultation have practical benefits and mental health counseling addresses emotional strain. Together they can make a meaningful difference in lives.  The evidence is strong that workers value wellbeing programs, with 34 per cent of UK employees preferring better wellbeing support over a 10 per cent salary increase.

3. Clear and consistent communication

The best wellbeing programme is only beneficial if employees make the most of the services and support offered. Three-quarters of workers say their organisation’s wellbeing communications are unclear or inconsistent. Organisations must meet employees where they are. While a break room poster might work for some, 58 per cent prefer receiving wellbeing information via email. The communication medium must match the workforce’s daily reality, whether that’s a newsletter, intranet posts or in-person reminders from leaders in meetings. 

The Leadership Gap

Here’s the uncomfortable truth: two in five managers don’t know what to do when they suspect an employee is struggling with mental health issues. Leaders are key influencers in an organisation, setting the tone for culture. When employees see leaders showing empathy and support of wellbeing, the leaders build trust. The changes happen in small moments, so leaders must be trained to identify the early signs of distress and be equipped with the tools, confidence, and training to lead sensitive conversations and respond effectively.

Wellbeing as a strategic advantage

The evidence is irrefutable, proving wellbeing is a strategic driver for productivity, engagement, and retention. Financial stress, mental health strain, and burnout aren’t easing, and ignoring them today guarantees lower productivity and reduced morale tomorrow.

Employers who prioritise prevention, integrate financial and mental health support, and communicate the support offered clearly will build resilient, engaged workforces ready to thrive. The question isn’t whether you can afford to invest in wellbeing. It’s whether you can afford not to.