2026 Workplace Wellness Trends You Need To Know

Employee well-being is at an inflection point.

For years, organizations have recognized that supporting the well-being of their employees will lead to better health outcomes, help manage costs and foster an organizational culture where people are engaged and feel cared for. Those fundamentals remain true.

But today, employee well-being is at an inflection point. Well-being is no longer a benefit—it’s a business imperative. Forward-thinking leaders recognize that the health of their people is directly linked to the health of their organization. More specifically, a well-supported workforce is not just healthier—they are happier, more productive and more resilient. And that matters.

Yet, this moment also presents challenges. Economic uncertainty, rising costs, evolving employee expectations and the transformation of the well-being landscape are all testing how organizations respond.

For some, these obstacles are chipping away at their confidence in the value of corporate well-being initiatives. Others are staying the course. In 2026, organizations will be challenged with whether well-being is a true driver of growth, retention, and culture, or if it remains an unrealistic promise.

With these challenges and opportunities here are four trends that will continue to shape the future of workplace well-being.

Trend #1: Advancing holistic well-being for every employee.

In 2026, leading employers will advance holistic care by emphasizing integration and personalization to promote a natural, seamless experience.

Employers will go further to ensure solutions offered are tailored to meet the unique needs of employees. And they will connect disparate well-being resources to offer employees a cohesive experience.

We see three areas where this shift will be most profound in 2026: women’s health with an emphasis on menopause; mental health; and financial well-being. Together, these will define the next frontier of holistic well-being.

Menopause has a place at work.

Historically, menopause has not been an appreciated part of a woman’s health journey. Only now is it being recognized as a human experience that deserves support in the workplace. This is important, considering: over 47% of the U.S. workforce are women—that’s approximately 79 million individuals, 20% of whom are between the ages of 45 and 55 years;¹ and that 75% of these women could be experiencing symptoms associated with menopause, varying in severity and duration.

Why should employers care?

• Research has demonstrated the connection of menopausal symptoms to adverse work-related outcomes, such as absenteeism and presenteeism.²
• Women are speaking more openly about their experiences during perimenopause and menopause and expect employers to play a role. In fact, 69% of women surveyed in WebMD Health Service’s 2025 Menopause in the Workplace Study feel employers have a responsibility to offer menopause support to employees.
• Working women experiencing menopause while in the workplace say they would feel the positive effects of menopause-related benefits:
  • Over 60% report that they would feel more supported at work
  • 54% say it would positively influence how they view their employer
  • 41% say their productivity would improve

So what does a menopause-friendly workplace look like?

At least half of the respondents in the 2025 Menopause in the Workplace Study identified the following elements as helpful:

• Paid leave or sick days for menopause symptoms and other flexible work options.
• Benefits and coverage for menopause-related care and treatment, including hormone replacement therapy (HRT) and HRT alternatives.
• Educational content and support for all employees addressing the physical, social, mental and financial symptoms women face during this period.
• Access to providers specializing in menopause care.
• Menopause health coaching to track symptoms; connect women with relevant resources for mood, anxiety and depression; and deliver personalized recommendations.
• Education for managers on menopause awareness and support.

Nearly 45% of respondents indicated that support groups, employee resource groups or safe spaces to connect with others going through similar experiences would be extremely helpful as they navigate menopause-related challenges.

Want to go further? Consider pursuing Menopause Friendly Accreditation to help your organization create a supportive, inclusive workplace for employees experiencing menopause. A focused accreditation program, such as MiDOViA, can evaluate companies on factors such as training, working environments and engagement to achieve cultural change and support their menopausal employees.

Advancing women’s health means elevating menopause support to a top priority. With less than half of employers offering menopause resources today³ the opportunity is clear. This year is no longer about checking a box—it’s about leading with care, breaking down stigma and creating a workplace where every woman feels supported.

Mental health: A workplace essential.

The mental health movement in the workplace has shifted over the years from raising awareness to providing education to delivering integrated mental health support. Just as menopause care is becoming more personalized and holistic, mental health strategies have broadened the lens to connect physical health, social connection and work-life balance.

This year, leading employers are shifting to integrated well-being strategies that bring mental health and other well-being needs into one cohesive experience. Personalization—through tailored content, coaching and guidance—ensures employees get the right support. Leaders are prioritizing mental health because they see it as a driver of well-being, workplace culture, stability and business performance.

The future of mental health at work is whole-person care—personalized, proactive, part of organizational culture and designed to help employees truly thrive.

Forward-thinking organizations understand that supporting mental health drives real impact.

By connecting workplace mental health support to a broader well-being strategy paired with a deeper look at organizational culture, employers will create a cohesive approach that anticipates needs, empowers employees and drives long-term engagement and outcomes. It’s one thing to say you’re an organization committed to supporting employee mental health and another to be an organization that takes meaningful action, driven by best practices proven to support and improve mental health in the workplace.

Be on the lookout for:

• Improved accessibility to employee mental health support through digital solutions and other mental health partners.
• Organization-level efforts to address the root causes of burnout, such as workload, schedules, leadership support and manager training.
• AI to optimize identification of needs and delivery of services at scale.
• On-demand digital access to therapy, coaching and other human-centered solutions to support individuals with a personalized approach. 
• Integrated mental health resources with broader health and lifestyle support. For example, individuals taking GLP-1 drugs for weight loss may also need support for the mental aspect of their journey.
• Recognition that not everyone needs intensive counseling or therapy. Forward-thinking organizations provide mental health care across the continuum of need.
• Designated workplace mental health champions charged with raising awareness and encouraging engagement when needed.
• Mental health training and accountability programs specifically tailored to people managers during onboarding or performance assessments.

Financial well-being: Companies move beyond education-only approaches.

Finances continue to be a significant source of stress for people, especially in this uncertain economic climate. In WebMD Health Services’ Center for Research Workplace and Employee Survey, employees rated their financial health the lowest of the five well-being dimensions (followed by mental, social, work and physical).⁴

Financial stress doesn’t exist in isolation.

Struggling to save or manage bills can ripple across all areas of life, affecting mental health; productivity and engagement at work; and even physical well-being. In 2026, a comprehensive financial well-being strategy focused on enabling positive behavioral changes can help—providing employees with tools, resources and personalized support to strengthen their financial health and, in turn, their overall well-being.

Financial health is dynamic, shaped by different phases of life.

This means your financial support must evolve with your people. For example, Gen Z (born between 1997 and 2012) may need help or strategies for paying off student loans while also paying rent or car loans. Your mid-career employees may be burdened by child and elder care costs, or the need to set aside money for college or retirement while managing a mortgage. Meanwhile, pre-retirees worry about portfolio risk and health care expenses in retirement.

Employers can level up support for financial well-being with an approach that is:

• Personalized and proactive–One-on-one coaching meets employees where they are, across income levels and life stages.
• Assessing and understanding needs–It’s important to assess, measure and monitor the needs of your people. Take action based on the data so that you have a better understanding of who needs what and when within your organization.
• Resiliency-focused–Emergency savings programs help employees handle the unexpected without derailing long-term goals.
• Practical and helpful–Financial literacy programs demonstrate how concepts like market volatility, inflation and debt have a real impact on employees and their families.
• Milestone-driven–Support is aligned to multiple major life events, such as buying a home, establishing savings, meeting daily living expenses, caregiving and planning for retirement.

In short, what’s optional today will be table stakes tomorrow. And companies that address financial stress and concerns across life’s complexities will reap the benefits of increased productivity and retention and better mental health down the road.

Trend #2: Making organizational care your competitive advantage.

We spend almost a third of our lives at work, so it’s not an understatement to say that our workplaces have a big impact on our day-to-day well-being. Unfortunately, many employees feel their employers don’t do a good job of caring for them. A recent study from WebMD Health Services’ Center for Research found that only one in four employees strongly agrees that their organization truly cares about their well-being—the lowest we’ve seen since 2022. ⁵ That means three out of four don’t.

Our research also revealed a big gap in how senior leaders and employees feel about the extent to which the organization cares. Senior leaders were twice as likely to strongly agree their organization cares about their well-being, compared to individual contributors.

Care at work isn’t optional—it drives success. So consider this a wake-up call: If you are not caring for your people, you will be falling behind.

What does organizational care mean, and why does it matter?

Organizational care describes the extent to which employees believe their organization is genuinely committed to supporting their well-being. And when employees truly feel cared for, organizations gain a clear competitive edge, from higher employee engagement and better performance to stronger retention.

Employees who feel truly cared for by their employer were:

• 56% more engaged at work
• 34% more likely to stay
• 37% less likely to experience persistent burnout

So how can employers lean into greater organizational care in 2026?

• Keep employees in the loop. Share updates, policies and plans. People feel cared for when they’re not left guessing.
• Listen and really hear your people. Ask for feedback and, most importantly, show that you value it. Leadership that listens sets the tone for your organization.
• Turn feedback into action. Don’t just collect opinions—act on them. Show employees their voice makes a difference.
• Build psychological safety. Employees should feel safe speaking up, taking risks and even making mistakes.
• Foster belonging. Make people feel valued, included and part of the team. Caring is felt when everyone belongs.
• Empower managers. Give managers the tools and training to support their teams. When managers care, employees notice.

The bottom line: caring matters.

Our research found employees who feel cared for rate their experience with these six key areas up to 91% higher than those who don’t. The difference isn’t just a number—it’s how your employees experience their work every day.

Organizations that embed well-being into day-to-day work and consistently show care by prioritizing these 6 elements see real results: Higher engagement with work, stronger performance and a brand that stands out as a great place to work.

Trend #3: Listening with greater intent.

Does your organization conduct an engagement survey just once a year? You’re not alone.

It’s true that these surveys create a direct mechanism to gather data from employees to draw insights on current perceptions and needs. But what do you do with that data? In reality, the actions that should be taken following the survey aren’t always apparent and may be delayed or feel disconnected from real employee needs.

In 2026, we’ll see a shift in strategy as organizations move from once-a-year, comprehensive surveys to smaller, more frequent and focused surveys that aim to capture the full employee experience and, importantly, act on the results. After all, why ask if you’re not going to make meaningful improvements to support employees and organizational health?

These surveys will capture real-time, nuanced insights into the drivers of employee engagement and their overall workplace experience, including how well their organization supports their well-being. In short, they’ll measure not just employee satisfaction but how employees are truly doing.

In 2026, look for listening strategies to include more:

• Continuous listening via pulse surveys, sentiment analysis and manager check-ins.
• Focus on holistic well-being and how it changes over time.
• Use of employee voice (what they say and don’t say) to directly inform well-being, retention and performance strategies.

In action, these strategies result in a workplace where:

• Appreciation is embedded into daily workflows and leadership behaviors.
• Managers are trained to recognize and respond to the needs of employees beyond their performance review.
• Feedback data is used to understand the state of well-being, retention and team dynamics.
• The culture encourages peer-to-peer feedback and recognition to build trust and collaboration across teams.

The bottom line? Engagement isn’t a once-a-year survey. More regular employee listening opportunities will produce actionable insights that shape benefits, culture and leadership strategies, and drive proactive support.

Trend #4: Redefining the ROI of employee well-being.

It’s time we break the myth. Well-being isn’t soft; it’s strategy. Those who recognize this will be standing firm on employee well-being as an investment in their organization.

In 2026, future-ready companies aren’t viewing well-being programs as expenses to cut when budgets tighten. Rather, they see well-being as a strategic investment in their people and the future of their business. In these organizations, leadership understands that well-being impacts everything: productivity, retention, brand trust and organizational resilience.

And, importantly, it’s part of the business strategy, company culture and even public identity. As employees become harder to keep engaged and retain, well-being will be part of the organization’s talent strategy. Top employers will use well-being as a differentiator to attract and engage high-performing, value-aligned talent.

If you need further reinforcement, a recent survey found that over 90% of employees value their well-being as much as they value their compensation, and 96% would only consider working for companies that emphasize employee wellness.⁶ Furthermore, a Mercer study found 46% of employees would give up a 10% pay increase for more well-being benefits.⁷ When evaluating opportunities, today’s workforce isn’t just asking, “What’s the salary?” They’re asking, “Will this place take care of me?”

All of this signals a new way to think about the return on investment (ROI) of your well-being program. Instead of focusing purely on health care cost savings (a common measure of ROI) many organizations are starting to look beyond to well-being programs’ impact on the business and its people, to see the effect on reduced burnout, stronger loyalty, lower absenteeism, higher productivity, better team performance and ultimately, stronger company reputation.

Is ROI going away for well-being programs?

In a nutshell, no. We expect ROI (based on health care cost savings) to continue to be a critical measure of success for many well-being programs—and it’s absolutely achievable. Organizations that implement well-being best practices consistently see meaningful improvements both in employee health and in business outcomes. Analysis of year-over-year population health trends demonstrates that even among the highest-risk groups, thoughtful well-being strategies can deliver measurable results.

Our research has demonstrated time and time again that when organizations follow best practices, not only do they experience year-over-year health risk improvement, but these improvements can lead to favorable ROI. In our experience working with clients for over 25 years, we’ve seen long-term, strategic investments in employee well-being translate into an ROI of 3:1 for organizations willing to do the hard work.

Well-being is not just a cost to manage—it’s a strategic investment that pays dividends across your organization. When approached thoughtfully, well-being programs drive measurable results for both employees and the business, reinforcing a culture where people can thrive.

In 2026 employee well-being will be YOUR game-changer.

As we move into 2026, the message is undeniable: Employee well-being is no longer optional—it’s a strategic differentiator. Organizations that prioritize it will not only support their people more effectively but also unlock stronger engagement, improved performance and a company that stands out in the marketplace for truly caring about its people. The stakes are high, and the opportunity to lead through well-being has never been greater.

This is the year to make workplace well-being a strategic priority—not to just reduce costs but to boost employee engagement, loyalty, trust and productivity. Don’t make workplace well-being just another initiative; invest in it as the cornerstone of your workforce and business success.

Are you in? Contact us to help you build a winning well-being strategy for the future.