英文2024 年工作场所移情报告：从移情杯中倾倒

Empathy

UnderPressure

Pouringfroman

EmptyEmpathyCup

PART1

TableofContents

ANotefromOurCEO3

StateofWorkplaceEmpathy:EmpathyUnderPressure

4

PouringFromanEmptyEmpathyCup:MentalHealth,WorkplaceToxicity,andBenefits

7

WorkplaceToxicityRises

AlongsideMentalHealthIssues

10

EmployeesPrioritizeFlexibilityasa

LeadingBenefitEvenOverCompensation

16

CEOsAreUnderPressureandBurningOut

18

BreakingDowntheBarrierstoEmpathy

21

FormulatingaGamePlanforPuttingEmpathyintoAction

23

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2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

ANotefromOurCEO

“Stableandsecurewithsomepixiedustofinnovation.”ThosearethewordsIusedtodescribeourcompany’sstrategiclensduringourannualVisionconferencethisyear.Whythefocus

onstability?Manyorganizationsarestrugglingashighinterestratesperpetuatechallengingmarketconditions.Thisputstheverybestleadersintoughsituations—havingtomakeharddecisionsthat,evenwhenhandledwithcare,canbeviewedasanythingbutempathetic.

Aswelookatthestateofempathyintheworkplace,wheredoesthisleaveus?DatapointstoburnoutamongCEOswhohavehistoricallydisplayedamuchmorepositiveoutlookthanemployees,witha24-pointjumpinself-reportedmentalhealthissues.

Pressurescontinuetomountforemployeesaswell.Onaverage,oneintwoemployeessaythey’veexperiencedamentalhealthissueinthepastyear.Perhapsevenmoreconcerning,ourfindingsshowasignificantriseinworkplacetoxicity,withjustoverhalfofCEOsand

GenZaffirmingtheirworkplacesaretoxic.

EmployeesneedtopaythebillsandCEOsneedtokeeptheircompaniesstable.Nobodywinsinthisscenario,andit’sreflectedina23-pointgapbetweenemployees’andCEOs’perceptionsofempathyineachother.

Thedataalsopointstoalackofunderstandingaroundwhatempathyisandhowtoeffectivelyputitintoaction.Barrierspersist,especiallyforCEOswhofeelthey’llbechallengedorviewedasweakiftheyuseempathy.This“empathystigma”getsinthewayofshowingempathyin

theirdaytoday,whichinturncanhaveanegativerippleeffectoncompanyculture.

Infact,themostsignificantgapsweseeinthedatarevolvearoundputtingempathyinto

action.Allaudiencessurveyedlargelyvalueempathy,yetthemajoritydon’texperienceitin

theirday-to-dayinteractions.Inessence,empathyisinhighdemandbutlowonexecution.

Manyorganizationslackacleargameplanforbuildingacultureofempathy,and

understandablyso—it’sachallengingandambiguousgoalwithnoone-size-fits-allsolution.Thisyear,ourfindingsaredividedintotwoparts:Thisfirstreportfocusesonthestateof

mentalwellbeingandworkplacetoxicitywhileourfollow-upreport,launchinginJuly2024,exploresthekeybehaviorsthatpromoteempathyandprovidesorganizationswithstrategicintelligenceforputtingempathyintoaction.

Onethingiscertain:Therewillalwaysbesomethingthatgetsinthewayofempathy.Theonlywayforwardistocelebrateourempathywinsandrecognizethatonanygivenday,wecouldallusealittlegrace.

JonShanahan,

BusinessolverPresidentandCEO

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2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

EmpathyUnderPressure

Idohavealifeoutsideofwork.Theyonlyseemeinonething,Iwouldliketobeseenasa

biggerperson.Iworkreally,reallylonghours...[and]IwouldlikethemtoknowthatI’mmorethanjustaCEO.I’mafather,I’mahusband,

I’mafisherman,I’mash***ygolfer.

–FinanceCEOinterview,

2024StateofWorkplaceEmpathy

Astaggering55%ofCEOsand50%of

employeeshaveexperiencedamental

healthissueinthepastyear,according

toourninthannualStateofWorkplace

Empathyfindings.GenZself-reports

thehighestmentalhealthissuesat65%.Likewise,52%ofGenZsaytheirworkplaceistoxic.AndmorethanhalfofCEOsagree,up10pointsyear-over-year(YOY).Giventhisinformation,itcomesasnosurprisethatdouble-digitempathygapspersist

acrosshowCEOs,HR,andemployeesviewempathyineachother.

HowEmpatheticDoYouThinkEachIsCurrently?

CEOsHRPROFESSIONALSEMPLOYEES

69%62%

MyCEOisEmpathetic

88%

MyHR

71%

ProfessionalisEmpathetic

85%79%

MyEmployeesareEmpathetic

73%

HR-CEOgap=19-pointgap(-5pointsYOY)

Employee-CEOgap=

23-pointgap(-9pointsYOY)

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2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

CEOs(81%),HR(72%),andemployees(67%)all

‘agree’thatcompaniesviewsomeonewithmentalhealthissuesasweakoraburden.

Apervasivementalhealthstigmaandotherworrisomebarrierstodemonstratingempathyintheworkplaceareperpetuatingthesegaps,includingbeingviewed

asweakandcoworkerintimidationconcerns.

Onthebrighterside,organizationalempathyhas

reboundedforHRprofessionals(+11pointsYOY)andMillennials(+12pointsYOY),andemployeemotivationshowsstrongimprovement(+10pointsYOY).

Thecontrastingnatureofthesefindingscanonlybeexplainedbythevolatile,polarizing,andtougheconomictimeswelivein—conditionsthatput

empathyunderextremepressurebuthaveyettoextinguishitsflame.

OrganizationalEmpathybyGeneration

Myorganizationisempathetic

GenZ

74%

Millennials

76%

GenX

66%

Boomers

64%

Revelationsinthisyear’sfindingscallforanempathyevolutioninU.S.organizations.Empathyincreasinglymeansmoreandholdsfardeepersignificancethanitstextbookdefinition.Leadersmustquicklyevolveandadapttheirunderstandingofempathy

whiledismantlingthestigmasthathinderit.

–RaeShanahan,ChiefStrategyOfficer,Businessolver

AnEmpathyEvolution:

WhatisEmpathy,Really?

Aswereconcilethehighsandlowsinthisyear’sfindings,

it’simportanttorecognizethatempathymeanssomething

differenttoeveryone.Whileweasksurveyparticipantstothinkofempathyas“theabilitytounderstandand/orexperience

thefeelingsorperspectiveofanother,”it’sdifficulttofullydefinethecomplex,multi-faceted,andindividualisticnatureofempathy.

Empathyebbsandflowswiththeforcesatplayinourlives,

andwhenexhausted,ithasitslimits.Withoutamindful,

intentionalapproach,empathycantakeabackseat,especiallyunderstressfulconditions.

Tothatend,thepersistentempathygapswe’veseenover

thelastnineyearsrevealtheempathywefeelandvalueisn’talwayseffectivelyactionedorrecognizedineachother.In

fact,themostsignificantempathygapsofallcenteraroundputtingempathyintoaction,orhowpeopleandorganizationsdemonstrateempathyintheworkplace.

DataPointstoBurnoutAmongCEOsasMentalHealthIssuesSpikeandEmpathyFalls

CEOswithMentalHealthIssues:55%(+24pointsYOY)

WorkplaceToxicity:

52%(+10pointsYOY)

MyOrganizationisEmpathetic:88%(-5pointsYOY)

MyHRProfessionalisEmpathetic:84%(-4pointsYOY)

MyEmployeesareEmpathetic:86%(-6pointsYOY)

5|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

Forexample,86%ofrespondentssayunderstandingand/orrespectingtheneedforflexibleworkinghoursisan‘important’demonstrationofempathy,yetonly42%saythey’veexperiencedit—a44-pointgap.

Itbegsthequestion:Doleadersknowhowtosupportamodern-dayworkforcebothatthestrategiclevelwithanempatheticcultureandwiththeirday-to-daybehaviors?Forinstance,80%ofCEOs

believethatbeingempatheticmeansbeingnicetoothersallthetime,butourdatarevealsempathyrunsmuchdeeper.

80%ofCEOsbelieve

thatbeingempatheticmeansbeingnicetoothersallthetime

Employeeswantexpressionsofempathythatgofarbeyondsurfacelevel,suchasworkplaceflexibility,careerroadmaps,professional

development,andmeaningfuldiversity,equity,inclusion,and

belonging(DEIB)programming.Organizationsmustgobeyondmeregesturestoprovideastrategiclevelofempatheticsupport.

PuttingEmpathyIntoAction

“AGamePlanforPuttingEmpathyintoAction,”thesecondpartof

ourstudylaunchinginJuly2024,willprovideinsightstosupport

organizationsandindividualsinuppingtheirempathygameby

revealingthebehaviorsmoststronglycorrelatedwithpositive

perceptionsofempathy.Thefoundationofanempatheticculturerestsontheabilitytosupportemployeesacross3pillars,whichinclude20behaviorsexaminedinthenextreleaseofourstudy.

SupporttheWholeProfessional

Theprofessionalpersonaseeksmeaningfulcareerdevelopment,clearroadmapsforadvancement,greaterautonomy,andconsiderationforflexibleworking

arrangementsamongothermeaningfulbehaviorsrootedinempathy.

SupporttheWholePerson

Employeesarewholeindividualswhosepersonalandprofessionallivesareinherentlyintertwined.Theyexpectemployerstoacknowledgeandsupporttheirneedtobalanceresponsibilitiesatworkandhome.

SupporttheirCommunity

Employeescraveasenseofbelongingwithintheirteamsand

communitiesatworkandbeyond.FromorganizedinitiativeslikeDEIB

toindividualizedeffortslikegoingtheextramiletohelpacolleague,

supportingone’scommunitytakesempatheticbehaviortothenextlevel.

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2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

PouringFromanEmptyEmpathyCup:Mental

Health,Workplace

Toxicity,andBenefits

Empathyisnotdeaddespitepost-pandemic

downwardtrends,butempathydoeshaveitslimits.Onanygivenday,anyoneofuscould

bepouringfromanemptyempathycup.Thisisparticularlytruewhenconsideringthisyear’smentalhealthfindings.

Ourdatarevealssignificantmentalhealth

challengesacrossdifferentaudiencesoverthe

pastyearwith50%ofallemployeesand55%

ofCEOs,upastaggering24pointsfrom2023,

experiencingmentalhealthissuesinthepastyear.

I’veheardothercompaniesactuallyoffer

mentalhealthdays.IhavetojustsayI’m

sickifI’mlikefeelingsadorhavingabad

week,takingadayoffformymentalhealthwouldn’tbeavalidexcuseinmyfield.

–Healthcareemployeeinterview,

2024StateofWorkplaceEmpathy

WhoisExperiencingMentalHealthIssues?

Withinthepastyear,haveyouexperiencedsometypeofmentalhealthissuesuchasanxiety,depression,loneliness,burnoutorobsessive-compulsivedisorder?(Yes/No)

55%

24points

from2023

45%

16points

from2023

50%

Nochange

from2023

HRProfessionals

CEOs

Employees

7|

2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

WhoisExperiencingMentalHealthIssues?

Wherepeopleworkisnotadriverofmentalhealthissues

In-Person

47%

Remote

47%

Hybrid

44%

Healthcareandgovernmentrespondentscitethehighestincidentsofmentalhealthissues,butbankingand

hospitalitysawsignificantincreasessince2020

Healthcare

58%

Government

54%

Hospitality

48%202426%2020

BankingandFinance

46%202435%2020

Technology

39%

Manufacturing

34%

Womenaremuchmorelikelytocitementalhealthissuesthanmen

Women

60%

Men

40%

Ethnicitymatters:BlackandWhiteemployeesaremorelikelytocitementalhealthissues

White

50%

Black

50%

Asian

43%

Hispanic

40%

GenZisalmosttwiceaslikelytoreportamentalhealthissuecomparedtoBoomers

GenZ

65%

Millennials

54%

GenX

48%

Boomers

38%

Disabled/neurodivergent

77%

Veterans

73%

Caregiversofadults

71%

LGBTQ+

66%

Disabled,veteran,andcaregiverrespondentsaresignificantly

morelikelytoreportamentalhealthissuecomparedtotheaverageemployee

2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

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TheMentalHealthStigmaPersists

Asconcerningasthesenumbersare,theincidenceofmentalhealthissuesmayactuallybeunderreportedasdatasuggestsastrongmentalhealthstigmaexistsacrossallaudienceswith81%ofCEOs,72%ofHR,and67%ofemployeesinagreementthatcompaniesviewsomeonewithmentalhealthissuesasweakoraburden.

9T10

Inoursurveyofover3,100employees,HRpros,andCEOs,9outof10total

respondentsagreethatmentalhealthisjustasimportantasphysicalhealth.

CompaniesStillViewSomeonewithMentalHealthIssuesasWeakoraBurden

81%

72%

67%

HRProfessionals

CEOs

Employees

GenZ

82%

Millennials

Mostlikelygroupstosaythatcompaniesstillviewsomeonewithmental

76%

Hispanics

healthissuesasweakoraburden

80%

Asians

76%

Technology

80%

Banking

77%

9|

2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

WorkplaceToxicityRises

AlongsideMentalHealthIssues

Thenyoujustlooklike

aweakling,tobequite

honest.Iwouldneverfeelcomfortable—likewecan’ttellthemhowweneedamentalhealthday.

–Healthcareemployeeinterview,

2024StateofWorkplaceEmpathy

Thedeclineinmentalwellbeingisn’tsurprising—thepost-COVIDerahasbeenfraughtwithchallengesfromeveryangleoverthepastfouryears,fromfinancialstrifetopoliticaltensions.Butthisyearourdatabroughtforwardanotherinstigator:Workplacetoxicity.Halfofall

CEOsandoneinthreeemployeesviewtheirworkplacesastoxic.

Overall,42%oftotalrespondentsagreeorstronglyagreethattheirworkplaceistoxicwithCEOs(52%)andGenZ(52%)mostlikelytofeeltheircultureistoxic.Dataalsoshowsthatworkmodehasanimpactonperceivedtoxicity.Basedontotalrespondents,remoteworkers(24%)aresignificantlylesslikelytoviewtheircompanycultureastoxic.A2022studybyCapterraaffirmsthisfindingwith70%of

HRleadersreportingfewercomplaintsabouttoxicbehavioraftershiftingtohybridorremotework.

MyWorkplaceisToxic

PerceptionsofworkplacetoxicityareontheriseforCEOsandemployees

52%

10points

from2023

35%

4points

from2023

36%

Nochange

from2023

CEOsAgree

24%StronglyAgree

EmployeesAgree

14%StronglyAgree

HRProfessionalsAgree14%StronglyAgree

In-Person

42%

Hybrid

Respondentswhosaytheirworkplaceistoxicbyworkarrangement

45%

Remote

24%

10|

2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

IncreaseinMentalHealthIncidentsAmongThoseWhoWorkinaToxicEnvironment

Thisyear’sfindingssuggestastrongassociationbetweentoxicityintheworkplaceandmentalhealthissues:Overall,employeeswhosaythattheirworkplaceistoxicare47%morelikelytocitementalhealthissuescomparedtothosewhodonotciteatoxicworkplace.ForCEOs,thisisevenhigherat64%.

CEOs

Employees

Percentwhosaytheirworkplaceistoxic

52%

35%

Thosewhoexperiencedamentalhealthissueandsaidtheirworkplaceistoxic

69%

63%

Thosewhoexperiencedamentalhealthissueandsaidtheirworkplaceisnottoxic

42%

43%

Increaseinlikelihoodofmentalhealthissues

forthosewhosaytheyworkinatoxicworkplace

64%

47%

Ourdatalikewisesuggestsarelationshipbetweentheperceptionofworkplace

Respondentswhosaytheir

workplaceistoxicaresignificantlymorelikelytoagreethatmentalhealthissuesareviewedasasignofweaknessoraburden

toxicityandthestigmaassociatedwithmentalhealthissues.

Whilethementalhealthstigmacouldbeperpetuatingworkplacetoxicity,findingsalsopointtopotentialpsychologicalsafetyconcerns.MindyShoss,PhD,anindustrial-organizationalpsychologist,notesthat

“toxicworkplace”isanabstracttermbutcanbesummedupinasingleword:Fear.“IfIhadtodistillitdowntoacoretheme,thatthemewouldbefear,”Shosssaid.

“Toxicworkplacesdrainalltheenergyandexcitementoutofemployeesandreplaceitwithfear.”

11|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

EmployeesandCEOsIncreasinglyFeelIntimidatedbyCoworkers

31%

9pointsfrom2023

38%

Nochange

from2023

65%

17pointsfrom2023

HRProfessionalsfeel

intimidatedbycoworkers

Employeesfeel

intimidatedbycoworkers

CEOsfeelintimidatedbycoworkers

DataPointstoa

IwillbechallengedondecisionsifIuseempathy

72%

55%

45%

IwillnotberespectedasmuchifIdemonstrateempathy

54%

StigmaAssociatedwithDemonstratingEmpathyintheWorkplace

CEOs

41%

32%

HRPROFESSIONALSEMPLOYEES

Beingempatheticwillmakemeapushover

69%

39%

31%

DEIBEffortsBackslide

Fewerrespondents,

especiallyemployees,feelthatDEIBeffortsarehavingapositiveimpactonfeelingsofauthenticself,belonging,andconnectedness

IfeellikeIcanbemytrueauthenticselfwhenI’matworkduetoDEIBefforts

85%(2023:93%)

83%(2023:85%)

68%(2023:77%)

IfeellikeIbelongatmycompanyduetoDEIBefforts

88%(2023:96%)

CEOs

HRPROFESSIONALSEMPLOYEES

78%(2023:88%)

65%(2023:79%)

IfeelconnectedtomypeersatworkduetoDEIBefforts

86%(2023:96%)

79%(2023:84%)

62%(2023:79%)

12|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

Thisyear’sfindingsalsoshowthatrespondentswhosaidtheircompanycultureistoxicaremorelikelytocallforanempathyevolutionattheirorganization.Whenaskedifthecurrentstateofempathyattheirorganizationissufficientorneedstoevolve,63%ofemployeeswhocitetheirworkplaceastoxic

saidempathyattheirorganizationneedstoevolveversus48%ofaverageemployees.

TheCurrentStateofEmpathyatMyOrganizationNeedstoEvolve

HRPROFESSIONALS

Individualswhothinktheirorganization’scultureistoxicandempathyneedstoevolve

Individualswhothinktheirorganization’sculture

needstoevolve

56%

59%

63%

50%51%48%

.CEOs

EMPLOYEES

OverhalfofU.S.

adultswithmentalillness(55%)donotreceivetreatment

BreakingDownMentalHealthBarrierswithBenefitsandOpenDialogue

It’simpossibletotalkaboutmentalhealthwithoutacknowledgingfinancialstressasanotherkeydriver.AreportbyMercerfoundthat80%ofemployeesarefacingpotentialburnoutthisyearwithfinancialstressreportedby43%ofthoseatrisk.“Weareheading

inthewrongdirection,especiallyintheU.S.,”saysKateBravery,KnowledgeandInsightsGlobalLeaderforMercer.“Whatwe’re

doingtodayisnothavingamaterialimpactonphysicalormentalhealth.Andthat’sreallyworrying.”

Butit’snotjustfinancialstressthat’sfuelingpoormental

health,it’sthehighcostofmentalhealthcare.Accordingtoa2023studybyMentalHealthAmerica,overhalfofU.S.adultswithamentalillness(55%)donotreceivetreatment,leavingmorethan28millionadultswithoutmentalhealthcare.Theprimarybarrieriscost,with42%ofindividualsstatingtheycannotaffordmentalhealthcare.Additionally,17%reportthattheirhealthinsurance

doesnotadequatelycovertreatmentcosts.

And,morethantwo-fifthsofAmericansdonotseekhelpfor

conditionslikeanxietyanddepressionduetofinancialconstraints,evenamongthosewithinsurance.

13|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

DoesYourCompanyCurrentlyOfferAnyMentalHealthProgramsorBenefits?

CEOs

HR

Professionals

Employees

Yes

70%

65%

58%

No,notcurrently

24%

24%

27%

Idon’tknow

1%

3%

10%

Outsideofcost,ourfindingsshowthere’sbothalack

ofawarenessandunderutilizationofmentalhealthbenefits.

Whileemployees(+8pointsYOY)showimprovedawarenessfortheirmentalhealthbenefitsin2024,overathirdofemployeessaythattheirworkplacedoesn’tcurrentlyoffermentalhealthbenefitsandanother10%saytheydon’tknowiftheirworkplaceoffersthosebenefits.

Theygiveusawellnessdayeverymonth...whichisn’tmuch,butit’ssomething.

–Governmentemployeeinterview,

2024StateofWorkplaceEmpathy

Beyondawarenessforbenefits,underutilizationofmentalhealthbenefitsisasignificantissue.Substantialgapsexistbetweenthementalhealthbenefitsemployeessayareimportantandthosethey’reawareofanduse.Specifically,onaverage,thereare

60-pointgapsbetweenthebenefitsemployeessayareimportantandtheirawarenessofthesebenefits.Moreconcerningaretheaverage70-pointgapsbetweenthebenefitsemployeessayareimportantandthosetheyuse.

Thisawareness-to-utilizationgaphighlightsacriticalissue:

It’snotenoughtosimplyoffermentalhealthbenefits.

Employersmustdomoretodriveawarenessandaccessibilitywhiledismantlingthestigmaassociatedwithmentalhealthissuesintheworkplace.

14|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

Top6MostValuableBenefitsandResourcesEmployeesSayHelpThemCareforTheirMentalHealth

While58%ofemployeesareawareofmentalhealthsupportintheirbenefits

packages,20%ratetheseresourcesas“basic”

TopBenefitsEmployeesWant

ImportancetoEmployees

WhatEmployeesKnowareOffered

WhatEmployeesareUsing

Open-doorpolicies

91%

36%

14%

Mentalhealthbenefitsofferedatenrollment

90%

35%

10%

Employeeassistanceprograms(EAPs)

89%

37%

12%

Flexibleworkinghours

89%

36%

23%

Accesstoonlinementalhealthresourcesorclinics

89%

33%

9%

Encouragedtotakebreaksawayfromwork

88%

26%

13%

Flexibilityisparamounttomentalhealth:Flexiblework

hours(89%)alongwithremotework(84%)optionsare

perceivedasprimarymentalhealthbenefits,supportingemployeesbygivingthemthespaceandautonomyto

workwhere,when,orhowtheychoose.Whetherduetocost,accessibility,stigma,orotherwise,employeesare

lesslikelytouseprogramsandbenefitsthatexplicitly

addressmentalhealth,suchasEAPs,eventhoughthey

alsositatthetopoftheir“mostwanted”list.Instead,allaudiencescitefamilyandfriendsastheirprimarysourcesofmentalhealthsupport.

Whilethere’sworktobedonetoboostmentalhealth

benefitsalongwithawarenessandutilization,data

revealsthatdespiteapersistentmentalhealthstigma,

73%ofemployeesbelievetheirmanageremphasizestheimportanceofmentalhealthalongwith83%ofHRand92%ofCEOs.

CreatinganOpenandSafeWorkEnvironment

Thedatamakesitcrystalclearthatworkplace

toxicityandmentalhealthissuesarecloselyconnected.Toxicityhasawidespreadimpactontheentireworkplacecultureandoneverypersonintheworkplace,fromtheC-suiteto

individualcontributors.

There’sabout90%agreementacross

employees,HR,andCEOsthatit’simportantforseniorleadershiptoopenlydiscussmentalhealthissuestocreateasafeenvironment

forotheremployeestofollowsuit.But

beyondcreatingspacetodiscussmentalhealth,there’sapressingneedtoaddress

psychologicalsafetyandthediverse

valueofempatheticbehaviorsatwork.

15|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

EmployeesPrioritizeFlexibilityasa

LeadingBenefitEvenOverCompensation

Lookingbeyondmentalhealthbenefitsatthetopbenefitsemployeessaydemonstratethatanorganizationisempathetic,it’sclearemployeesincreasinglyseekautonomyovertheirschedules,favoringflexibleworkhours(94%)andflexiblelocations(90%)askeyempatheticbenefits—evenoverannualcompensationincreases(88%).

Top15EmpatheticBenefits

Flexibleworkhours

DemonstrationofEmpathy

94%

WhatEmployees

SayTheir

EmployerOffers

38%

GapBetweenEmpatheticandOffered

56

EAPs

94%

37%

57

Wellnessdaysorweeks

93%

22%

71

Paidtimeoff

92%

62%

(-10pointsYOY)

30

Paidmaternityleave

92%

42%

50

Extendedmentalhealthbenefits

92%

23%

69

Employercontributionstofinancialplans

91%

60%

(-9pointsYOY)

31

Corebenefits

(e.g.medical,vision,dental)

91%

58%

(-12pointsYOY)

33

Paidpaternityleave

91%

42%

49

Familybenefits

(e.g.paidafterschoolprograms;daycare)

91%

19%

72

Flexibleworklocation

90%

35%

55

Educationalprograms

89%

34%

55

Voluntarybenefits

88%

34%

54

Annualcompensationincreases,

regardlessofcompanyperformanceandoveralleconomy

88%

30%

58

Company-widerestdays

87%

11%

76

16|

2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

Whiletraditionalbenefitsremaincritical,workplaceflexibility(inallitsevolvingforms)

isincreasinglybecomingtablestakesintheschemeofwhatemployeesmusthaveto

supportboththeirpersonalandprofessionallives.Evenso,ourfindingsreveallargegaps

(54pointsonaverage)remainbetweentheflexibilityemployeesdesireandwhattheysaytheiremployeroffers.

Istillhavetobeintheofficeeveryday,eighttofive,exceptforIdoworkfromhometwodaysaweek,whichareabigbenefittome...thoseworkfromhomedaysarekindoflikegettingbacksometime...andthecompany,moreorless,functionscompletelythesamewhetherI’mintheofficeornot.

–Governmentemployeeinterview,2024StateofWorkplaceEmpathy

84%ofemployeesareconfusedabouttheirbenefits

EmployersMustAddresstheIntersectionofBenefitsPerceivedasHighlyEmpatheticandTheirCurrentBenefitsOfferingtoSupporttheWholePersonatWork

Whiledatahighlightsthehighvalueofthesebenefitsandamisalignmentbetweenimportanceversusexecution,it’scriticaltoexamineadditionalfactorssuchasemployees’awarenessforbenefitswhichultimatelyaffectsutilization.AccordingtoBusinessolver’s2024BenefitsInsightsreport,anannualstudythatlooksatemployeeengagement,

behaviors,andunderstandingwithinbenefits,84%of

employeesareconfusedabouttheirbenefits.ButwhenempatheticHRstrategiesareinplace,suchasyear-roundcommunications,AI-poweredpersonalization,andright-

time,right-placereminders,employeebenefitsengagementdoubles,helpingtoclosetheawarenessgapanddrive

utilizationwhenemployeeslikelyneedtheirbenefitsmost.

17

|2024StateofWorkplaceEmpathy|©B,Inc.2024.Allrightsreserved.

CEOsAreUnderPressure

andBurningOut

AstheCEO,duringthe

pandemic,weweretrying

tostayafloat,right?Andnowwearetaskedwithensuringthatwecanrecoverfrom

thefinancialchallenges

weexperienced,havingtoshifthowwedothework

sothatwearenevercaughtlikewewerein2020.And

unfortunately,thatcomesatthecostofbeingabletobepresent.

–HealthcareCEOinterview,2024StateofWorkplaceEmpathy

ThepressureCEOsfaceisunprecedented.Notonlyarethey

tryingtokeeptheirorganizationsrunningduringchallengingeconomictimes,butformany,it’scompoundedbyCOVID-tailpressure—meaningcompaniesthatexperiencedhighdemandduring