2026年全球职场健康报告_47页_25mb

Workplace Wellbeing 360 Report 2026 Summary

Core Content

This report, Workplace Wellbeing 360 Report 2026, focuses on the evolving relationship between employee wellbeing and organisational performance. It highlights a growing concern: while organisations have seen improvements in productivity and mental wellbeing, employee engagement has not kept pace, revealing a hidden risk in a stabilised workforce.

The report introduces the concept of Functional Disengagement, where employees are present and productive but do not fully commit to their roles, leading to a Retention Illusion—a false sense of stability due to high retention rates masking deeper engagement issues.

Main Findings

1. Productivity vs. Engagement

• Productivity increased by 8.07% points in 2025.
• Mental Wellbeing improved by 10.20% points, the largest single-year gain in the dataset.
• Employee Engagement declined across most industries, showing a significant gap between productivity and performance.

2. The Retention Illusion

• High retention and stable productivity metrics do not necessarily reflect high engagement.
• Employees are staying due to caution rather than conviction, influenced by economic uncertainty and AI-driven disruption.
• This leads to Functional Disengagement, where employees meet obligations but withhold discretionary effort.

3. Key Drivers of Engagement

• Optimism and Encouraging Participation are the strongest predictors of employee engagement.
• Optimism reflects an employee's belief that their efforts lead to meaningful outcomes.
• Encouraging Participation involves creating an environment where employees feel their ideas and perspectives are valued.

Key Insights

• Employee Engagement is not just a psychological state but a measurable business outcome.

• It is associated with:

  • 10% higher customer loyalty
  • 23% higher profitability
  • 18% higher productivity in sales
  • 18% lower turnover in high-turnover organisations
  • 43% lower turnover in low-turnover organisations

• The Retention Illusion is a global phenomenon, evident in Singapore and OECD economies, where employees stay due to perceived risk rather than satisfaction.

Recommendations

4.1 Rebuilding Optimism

• Set realistic and attainable goals to foster a sense of purpose and achievement.
• Provide clear career pathways and open dialogue with leadership.
• Use positive and collaborative language to promote shared progress.
• Invest in skill development, career growth, and mental wellbeing initiatives.
• Connect employees' work to organisational goals to reinforce their sense of direction and purpose.

4.2 Encouraging Participation

• Create a safe environment for employees to voice ideas and concerns.
• Build supportive relationships between managers and employees.
• Actively ask for and listen to employee perspectives.
• Reduce meeting frequency and redesign existing meetings to allow for meaningful contribution.
• Involve employees in decisions affecting their work and give them control over outcomes.

Industry Spotlight: Healthcare and Pharmaceuticals

• This sector exemplifies the Retention Illusion, with a 7.32% drop in employee engagement despite increased productivity.
• Optimism and Encouraging Participation scores fell significantly, contributing to the engagement decline.
• Structural issues such as high caseloads, compliance demands, and hierarchical structures limit opportunities for growth and contribution.
• Evidence-based interventions include:
  • Coaching programs to rebuild optimism and support personal development.
  • Manager training in Mental Health First Aid to improve support and communication.

How Intellect Can Help

Intellect provides a comprehensive solution to address the challenges identified in the report:

1. Real-time Organisational Intelligence

• Tracks five organisational dimensions (Psychological Safety, Mental Wellbeing, Employee Engagement, Productivity, Work Burnout) throughout the year.
• Offers live benchmarks for HR leaders to monitor and respond to shifts in employee wellbeing and engagement.

2. Coaching and Personal Development

• Provides on-demand access to certified coaches in various specialisations.
• Supports employees in rebuilding optimism, strengthening purpose, and developing confidence to contribute more effectively.

3. Manager Capability Building

• Offers Mental Health First Aid training to equip managers with the skills to identify and address disengagement.
• Promotes psychological safety and open communication within teams.

4. Crisis and Clinical Support

• Provides 24/7 access to mental health professionals, including licensed therapists and crisis counsellors.
• Ensures employees feel safe and supported, which is essential for sustainable engagement.

Conclusion

Organisations must move beyond productivity metrics to cultivate engagement. The future belongs to those that create psychological conditions that inspire employee optimism and active participation, ensuring both wellbeing and performance are aligned.

Key Takeaways

• Productivity is not the same as performance.
• Functional Disengagement is a real issue, even if it is not visible in retention or output data.
• Optimism and Encouraging Participation are the most critical drivers of engagement.
• Leadership must model openness and support to create the right environment for employees to thrive.
• Healthcare and Pharmaceuticals are a prime example of the Retention Illusion, requiring targeted interventions to rebuild engagement.