Nav & Modal

Methodology:

The survey on which these findings are based was carried out between 28th April and 19th May 2025 and received over 600 responses. The survey was completed by employers and employees across Ireland, working across a range of industry sectors and employed in various types and sizes of organisation in both the private and public sectors.

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Three people sitting at an outdoor table, enjoying food and drinks while engaged in conversation. Surrounded by greenery with a blurred natural background, suggesting a casual dining or social gathering setting.

Importance of wellbeing

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The broad impact of positive employee wellbeing can be hugely beneficial for professionals and organisations alike. From fostering a more resilient and productive workforce to attracting and retaining top talent, employers should not overlook the true power of workplace wellbeing.

The impact of wellbeing is widely recognised

Beyond the obvious ethical motive, employers who implement purposeful and informed wellbeing initiatives will be able to maintain a more resilient, productive and loyal workforce. Both employers and employees are aware of this; the overwhelming majority of employers (95%) believe that positive wellbeing is important to their organisation’s overall success, as do employees (96%).

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of employers believe that positive wellbeing is important to their organisation’s overall success

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Staff retention and engagement

An organisation’s commitment to employee wellbeing is an important consideration when looking to improve talent attraction and retention. Currently though, only a third (33%) of employers say their hiring managers discuss employee wellbeing approaches during the recruitment process. What’s more, almost half (49%) of professionals say they have previously left a job due to inadequate wellbeing support from their employer, and a further 31% have considered it. Women are more at risk of leaving, with over half (51%) saying they have left a role due to a lack of wellbeing support, compared to 44% of men.

Negative impacts of poor employee wellbeing

A significant proportion of professionals are recognising the adverse effects of poor employee wellbeing on their organisations. 45% report a decline in employee morale as a direct consequence, while 39% cite higher staff turnover and 34% say increased absenteeism.

More than a fifth (22%) of professionals say that they took time off work in last 12 months due to stress or a stress-related illness, while 20% of employers believe this is often the case.

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of professionals say they have left a role due to inadequate wellbeing support from their employer

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Financial stress could impact RTO plans

Our survey findings revealed financial wellbeing to be the weakest aspect of employee wellbeing, and it’s clear that this vulnerability could impact employer plans to ask staff to return to in-person working. For employers considering implementing RTO policies, the financial wellbeing of their employees should be a key consideration, as almost two-thirds (63%) of professionals say that financial concerns would impact their willingness to return to the office more frequently.

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of professionals say that financial concerns would impact their willingness to return to the office more frequently

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Who’s responsible for workers’ wellbeing?

While the benefits of a healthy workforce are widely recognised, there is less clarity around who holds responsibility for improving employee wellbeing. Half (50%) of employers believe that responsibility should be shared across the C-suite, people managers, HR, wellbeing leads, and employees themselves. For those respondents who singled out which role they believed held the most responsibility, HR, wellbeing leads and people managers came in at the top spot with 15%. However, more than two-thirds (69%) of employers say their organisation doesn’t have someone employed in a wellbeing role.

Only 5% of employers believe that employees themselves are mostly responsible for their own workplace wellbeing. This likely reflects a broader understanding that while wellbeing is inherently personal, it is also influenced by several factors outside of an individual’s control, such as organisational culture, leadership, and external pressures.

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Two people in an indoor setting with plants and a wooden table. One person in a wheelchair holds a notebook and pen, while the other stands beside them pointing at a laptop screen. Faces are blurred for privacy.
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of employers say their organisation does not currently employ a dedicated wellbeing professional

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It’s clear that wellbeing has a significant impact on organisational success, but what measures are in place, and how successful are current approaches? Find out here.

Workplace wellbeing overview Wellbeing plans and challenges