We quizzed leading industry experts for predictions on what would be priorities in 2025.
Priority: facilitating continuous learning
In our recent feature on key challenges in 2025, unsurprisingly the rapid pace of tech change was mentioned. In order to deal with this, employers will need to prioritise continuous learning and development among employees.
There is already a sense of fear among some employees about tech like AI taking over jobs, so educating them on how they can best work alongside these new tools is essential, not only for productivity, but for wellbeing too.
Jo Rigby, Senior Director, Global Lead Performance, Talent and Careers, Human Resources, AtkinsRéalis, confirms that “how we help our people use tools in the right way” is a priority for her, as is “keeping pace with technological advancements and changing job requirements”.
Others argue that training/discussions should also be provided on the ethics of emerging technology, as well as the promotion of face to face soft skills, which are potentially at risk in a tech-focused world.
AtkinsRéalis is taking a particularly progressive approach to new technology, focused on identifying the best opportunities for staff to keep their skills relevant and futureproof through upskilling and reskilling programmes.
The employer is also using AI to help identify skills that can be transferred between different roles, as well as different sectors, which initially wouldn’t appear to be a match. The company calls this ‘Careers without Boundaries’ and empowers the employee to feel in control of their career path.
An added challenge regarding learning and development now, says Rigby, is that fact that with hybrid working “different work environments require new strategies for learning”. She recommends embracing “learning in the flow of work” which means creating a culture where learning is embedded into job designs on a daily basis.
“This makes learning more relevant and immediate to boost employee motivation and attract and retain top talent,” says Rigby. She also recommends keeping an eye firmly on “the ROI of learning” and creating robust metrics and data points aligned to business performance and goals.
Priority: shifting to a culture of prevention
The new government has made clear it has set its sights on transforming the culture of Health, and the NHS, to one of prevention rather than cure. It is planning on making a raft of reforms (see this feature) which will have an impact on employers.
Smart About Health’s Head of Strategy and Operations Sarah Restall recommends that “rather than waiting for problems to arise”, or indeed legislation to be introduced, employers should “proactively identify and mitigate risks”.
According to her, this requires a deep understanding of the employee lifecycle and the unique challenges that individuals face at different stages of their lives ie. one size, as we keep saying here, does not fit all!
It also requires a shift from “reactive, siloed interventions” to “proactive, integrated strategies that address the full spectrum of employee needs”.
She recommends employers can kickstart a prevention culture by educating employees on topics such as sleep hygiene, stress management and nutrition. But, this needs to be done alongside “ensuring that workloads and expectations support these behaviours”.
On a more practical level, screening for certain illnesses and diseases, like cancer, are another way that organisations can create a culture of prevention. With these screening tests becoming increasingly affordable, many more employers are likely to consider this option as a benefit in 2025.
Priority: financial wellbeing support
Many of our interviewees identified that supporting employees’ Financial Wellbeing would be a priority in 2025 as the economic uncertainty and ‘cost of living crisis’ continues.
“Programmes addressing financial literacy, debt management, and savings will likely see further development, recognising the critical role financial stability plays in overall health,” says Sarah McIntosh, Chief Executive, MHFA England.
Octopus Money CEO Ruth Handcock flags certain changes, like reduced stamp duty thresholds for first-time buyers and stagnant child benefit policies, that will leave many more employees “grappling with tough financial decisions”.
“These pressures risk affecting productivity, engagement, and overall mental health,” she says. “But there are very practical ways that employers can support their teams through these challenges so they feel more in control of their finances and better equipped to navigate change.”
Indeed, supporting employees to navigate change better was cited as a key challenge in this feature on 2025 challenges.
Priority: bedding in office / remote / hybrid working model
Last year saw many employers call for their employees to come into the office more, with some stipulating mandatory days and others core hours. Some even required office attendance to take advantage of certain benefits like bonuses.
Whichever path was chosen, 2025 will surely be the year to consolidate the behaviour around that decision.
Many organisations have chosen a hybrid model as there are some clear benefits to remote and flexible work. But, as Mental Health Trainer and cancer awareness campaigner Sharron Moffatt, says:
“Remote work isn’t going away, but if we don’t get better at defining boundaries, burnout will keep rising. Employees need support in creating healthy routines and learning when it’s okay to say ‘no’,” she says.
McIntosh also stresses the need to watch out for isolation and disconnection among some employees who are working remotely.
“Organisations will need to address this by fostering stronger community-building efforts, both virtually and in-person, to maintain social wellbeing,” she says.
Priority: listening
This article on the importance of listening was one of our most read articles of last year…. Which is good news, as listening is going to be a priority in 2025!
As Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, says, with an increasing recognition that Health & Wellbeing is “owned by everyone” increased collaboration – for which listening is an essential skill – will “help to accelerate the impact of activities to improve working lives and business performance”. Particularly, collaboration between OH, HR, H&S and DEI will be important.
There is often a mismatch between how ‘well’ leaders believe their Wellbeing strategies are being received, and how well they are actually being received. This is why organisational listening is so important in identifying the needs, particularly of different segments of the working population, and providing tailored solutions and benefits for them.
“Smart workplaces will start to listen to employees,” says Health and Wellbeing consultant Amy Mckeown. “My hope is that 2025 is the year that we start listening to each other. Even those we disagree with. Bring back debate. It’s only by listening and understanding each other more we’ll be able navigate the change, uncertainty and uncharted waters that lay ahead.”
Priority: measuring any Health and Wellbeing activity
Measurement continues to be a tricky area, as the industry still seeks a standard and robust methods that can be adopted universally. One of the challenges predicted for 2025 is senior management pushing back on budgets and an important part of a professional’s armoury will be the ability to use data and prove ROI.
According to Yarker, we are already seeing the shift but we need to see it more:
“There is growing recognition of the need for evidence-based approaches. Professionals are starting to scrutinise the design and impact of the tools they are using; taking a more data driven approach and considering more carefully the outcomes / KPIs they want to deliver on.”
The main theme of the last MAD World Festival in October was the debate on where the responsibility for Health and Wellbeing lies between the employer and the employee.
While there were valid arguments discussed both sides, there was a general consensus about the move away from one off, generic health campaigns to job design and organisational culture and to personalised solutions relevant to individuals.
Yarker, for one, hopes that 2025 is the year that the term “psychosocial risk” is normalised and “we move beyond health promotion and focus on the role of good jobs”.
This throws up more challenges in terms of measurement because culture is much harder to measure than a one-off campaign. However, the increased pressure on organisations to find ways to report on ESG measures will help Health and Wellbeing make a more compelling case.
Yarker predicts that in 2025 we will see more organisations integrating Wellbeing into ESG, aligning their strategies with broader company goals, which demonstrate social responsibility.
Dame Carol Black would like to see the industry “come together more” in terms of measurement and outcomes potentially sharing their findings so that organisations might learn from each other and industry as a whole benefit
“But it’s very rare that a company publishes the outcomes from the interventions they have introduced,” she says. “That would help us move forward and learn a great deal, if they did.”
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