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And the trends gaining traction aren’t just shiny add-ons—they’re strategic moves backed by data and demand. HR leaders who adapt now can turn benefits into a powerful lever for retention, engagement, and equity. And if your benefits package still looks like it did five years ago, it’s probably not keeping up. New to the 24th EBTS, MetLife used cultural insights and semiotics to explore shifting habits, motivations, and feelings among workers.

As the trusted authority on all things work, SHRM is the foremost expert, researcher, advocate and thought leader on issues and innovations impacting today’s evolving workplaces. Whether you’re running a health care practice in California or managing a mid-sized trucking company in the South, you’ll find results tailored to organizations like yours. Trusted by thousands of HR leaders nationwide, SHRM’s Employee Benefits Survey gives you the insights to stay competitive and employee-focused. The average processing time for retirement applications pending at OPM jumped by nearly half to 96 days in June even …More Our innovative technology streamlines benefits administration, connects data across platforms, and provides AI-powered insights that help employers design smarter, more personalized benefits strategies. In 2026, organizations can also take advantage of the increased dependent http://shrikrupa.org/ambassador/nitya-venkateswaran/ care FSA limit of $7,500 per household, making dependent care benefits even more impactful.

She added that it will be best practice for organizations to follow a detailed strategy to address total rewards this year. “It will absolutely be a big year,” said Kim Buckey, vice president of client services at Optavise, a Carmel, Ind.-based benefits administration firm. Be the first to know new regulations, compliance requirements and the latest industry happenings, without having https://metis-history.info/collegesorority.html to search for it. The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict. For the first time since SHRM started its annual benefits survey in 1996, it included menopause-specific support in the data, finding that 17% of employers provide related support, such as counseling and education. Explore how employers are turning to benefits, and how it’s working.

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“Though economic uncertainty looms, employers are looking to remain competitive for talent, and pay is a key factor.” This year, though, wage growth is expected to meet or surpass inflation for the first time since 2020. Meanwhile, more SECURE Act 2.0 provisions are kicking in, with ongoing progress in clarifying the legislation itself and providers who are building features to take advantage of the new policy,” he said.

• Hatcher is preparing to relocate its headquarters from College Park to a 10,000-square-foot office in Orlando’s Packing District, in a building developed by Dr. Phillips Charities.
• Companies that invest in broad, meaningful benefits are winning in recruitment and retention; those that lag behind risk losing their competitive edge.
• Personalized benefits can include a mix of voluntary offerings and employer-supported perks.
• Yet, most companies are still offering benefits designed for a stable, long-term workforce that no longer exists.
• Bills that would have penalized companies with workers enrolled in Medicaid failed in Washington state and Colorado this year.
• And they seek workplaces that support their personal goals, whether related to fitness, mental health, financial security, or family.

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• Meanwhile, more SECURE Act 2.0 provisions are kicking in, with ongoing progress in clarifying the legislation itself and providers who are building features to take advantage of the new policy,” he said.
• The organization operates an employee-owned model and includes firms such as NSI Insurance Group in Florida.
• Two-thirds (67%) also invest time outside of work to build new skills, underscoring how deeply they value continuous learning.
• That marks a rise in the benefit’s prevalence for the third consecutive year, up from 51% in 2024, 48% in 2023, and 47% in 2022.
• Healthier women mean fewer lost workdays, greater participation, and stronger household income — all of which drive economic growth.

This is especially meaningful for employees who see skill-building as essential to career advancement. Professional development benefits signal that an organization values growth, learning, and long-term career potential. Employers are responding with benefits that address both immediate and long-term financial needs, helping employees build stability and confidence. Only 20% of lower-income adults say they’re currently in excellent or good shape financially, compared with 47% of middle-income adults and 74% of upper-income adults, according to Pew Research. By combining flexibility, fairness, and technology, employers can sustain engagement and productivity — no matter where work happens.

While that might not seem like a concern for employers, it is a concern for the people they want to hire. Contractors, freelancers, and gig workers don’t fit into traditional benefits frameworks and often lack access to employer-sponsored healthcare or wellness programs. The pressure isn’t just about employee turnover—it’s financial. Yet, most companies are still offering benefits designed for a stable, long-term workforce that no longer exists. Job tenures are shrinking, and the gig economy is reshaping how—and why—people work. This worked in a world where people climbed corporate ladders and stayed employed, sometimes even with the same employer for decades.

Another new benefit included in SHRM’s annual survey for the first time is artificial intelligence assistance. SHRM’s findings — gleaned from a survey of 3,969 HR professionals at organizations across all sizes, industries, and sectors — were released June 30 at SHRM25 in San Diego. The most forward-thinking organizations will ensure that working for them helps employees achieve not just professional goals, but their personal purpose in life. Companies that embrace this evolution will not only attract and retain top talent but will foster environments where employees can thrive, both personally and professionally. The future of employee benefits isn’t about offering more—it’s about offering smarter, more personalized, and impactful support.

The real question isn’t whether employee benefits need to change—it’s how fast companies can evolve before the entire system collapses under its own weight. By offering benefits that support physical, mental, social, and financial health, companies build a resilient, high-performing workforce. The most successful HR teams treat benefits strategy like a living system—one that evolves with their people and business needs. If your focus is retention, double down on wellbeing, flexibility, and purpose. For example, if growth is the goal, your benefits should help you attract top talent quickly and competitively. Your benefits strategy should directly support your company’s broader priorities—whether that’s scaling headcount, improving retention, or entering new markets.

Trend 4: Financial Wellness Benefits Are Gaining Ground

Employers are adding coverage for IVF, egg freezing, adoption, and surrogacy, ensuring that employees have the flexibility to plan their families on their own timeline. Fertility and family-building benefits are becoming standard in competitive benefits packages. These programs acknowledge that midlife health impacts both retention and performance — and that small accommodations can yield major loyalty gains. As more organizations focus on inclusive well-being, women’s health is moving from a niche benefit to a business imperative.

• High rates of employee stress, burnout, anxiety, depression, and other mental health conditions continue to put pressure on organizations to make sure benefits are keeping pace.
• Large companies continue to lead, offering nearly universal coverage for health, retirement, and life insurance, while smaller businesses struggle to match these benefits.
• It’s not major life crises—it’s the constant stream of small, disruptive problems that wear employees down, ultimately chipping away at productivity and focus throughout the workday.
• And the trends gaining traction aren’t just shiny add-ons—they’re strategic moves backed by data and demand.
• Beyond the traditional benefits, many companies are now offering niche perks to stay competitive and appeal to changing workforce expectations.

Many organizations are also expanding value-based care and virtual-first healthcare options to improve outcomes while controlling costs. Using data insights, organizations can tailor offerings for different employee segments, making benefits more relevant, valuable, and engaging. Maybe five or 10 years ago, people could just disagree on and have different perspectives on certain topics, but now it’s become much more polarized and sometimes even aggressive.

« This ultimately empowers businesses to sustain growth, adapt to change and maintain a competitive edge in any environment. » « Through more strategic investments in employee health and benefits—beyond simply expanding the menu of options—organizations can help strengthen the resilience of their workforce in the face of persistent cost pressures, » adds Katz. Non-medical benefits such as dental plans, financial wellness solutions, disability insurance and leave support are considered particularly impactful for lifting employee health while reducing costs—73% of employers say non-medical benefits are the most cost-effective way to support employee well-being and 83% report lower medical costs as a result of offering them. Holistically healthy employees also report being 25% more productive and loyal and taking 10% fewer sick days—driving a significant return on investment (ROI) for employers.