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Workplace wellbeing is changing fast, and the consequences are showing up in the numbers. Gallagher’s 2025 U.S. Talent Benchmarks Report found that sixty-seven percent of employers believe stress and burnout are hurting their business. The pressure to deliver healthier, more resilient organizations continues to rise. Employees are carrying heavier loads at home and at work. Leaders are being asked to accomplish more with fewer resources. Costs continue to climb. The old playbooks are no longer sufficient.
If there is one theme shaping 2026, it is this: wellbeing programs can no longer sit on the sidelines. They influence claims, retention, culture, and an organization’s ability to navigate ongoing change. The data is clear, and so are the stories from HR leaders across industries. The most effective programs support the whole person, build capacity for change, and help employees stabilize the basics so they can show up ready to perform.
In our newest Cha-Ching course, we interviewed eight leaders shaping the future of workplace wellbeing. They shared what's actually working inside today’s most forward-thinking organizations. Throughout the conversations, one point surfaced repeatedly. The workplace is constantly evolving, and many teams are exhausted from trying to keep up. Leaders described financial pressure, instability, rising healthcare costs, tech acceleration, and the emotional burden employees are carrying from every direction. Resiliency is no longer a soft skill. It is a requirement for both employees and organizations.
Dr. Jennifer Musik put it simply: employees cannot be resilient if the environment is unstable. If someone cannot afford essential medication, if their personal finances are collapsing, or if they are overwhelmed by caregiving, it is unrealistic to expect them to embrace upskilling or adapt to the next major shift. Resiliency begins with securing the basics.
This is a significant reason financial well-being continues to climb the executive agenda. Money stress fuels burnout. Burnout fuels turnover. And turnover increases costs. When nearly half of employees report feeling stressed on most days, and many of these stressors are financial, the business case becomes clear.
Across interviews, three needs came into focus.
Generic programs don’t move the needle. Employees engage when tools feel relevant to their real lives and when they feel capable of making progress. According to a 2024 Remodel Health Study, 81% of employees say their benefit package is an important factor in whether they accept their job, yet only 47% felt the benefits met their specific needs.
Readiness to change is becoming a leading indicator for well-being ROI. When organizations can identify when someone is ready to take action, they can deliver support at the moment it is most likely to be effective.
Managers influence the success or failure of every well-being initiative because they are the ones employees turn to first. Yet many managers feel unprepared to talk about emotional or financial strain, even when they see it happening right in front of them. Leaders told us that meaningful progress starts with giving managers the tools to recognize stress, have supportive conversations, point employees toward resources, and take care of themselves in the process. When managers feel equipped and supported, it creates a culture where employees feel safe asking for help.
Leaders need clarity. They want data they can present to the CFO and stories that demonstrate how these programs impact real people. The good news is that the numbers are moving in the right direction. According to Wellhub, 95 percent of companies that track ROI report positive returns on their wellbeing programs. That level of consistency is hard for executives to ignore.
Even so, leaders told us that data alone is not enough. The most compelling case for investment comes from pairing measurable outcomes with lived experience. As Colin Cannon explained, “You have to humanize the data so it resonates. The more testimonial the feedback, the more compelling the narrative will be.”
Here are two resources to help you plan, prioritize, and build programs that meet the moment.
Download the 2026 Employee Benefits and Wellbeing Trends Playbook
A practical reference for designing benefits that support real human needs and measurable organizational goals.
Enroll in the Cha-Ching 2026 Trends Course
A free, self-paced training featuring experts who walk through the trends, challenges, and opportunities shaping the next era of employee wellbeing.
