Commitment to worker wellbeing sees employers retain top talent

Nearly half of professionals have left jobs in the past due to a lack of wellbeing supports, while employers with these supports are attracting and retaining staff, a new survey reveals

Maureen Lynch, managing director of Hays Ireland, says most professionals see a healthy balance between their professional and personal life as a key priority when looking for a new role and when deciding whether to stay at an organisation.

Employees whose workplace wellbeing is measurably supported are far less likely to change jobs, says one leading recruitment expert.

Maureen Lynch, managing director of recruitment firm Hays Ireland, says that there are many actions that employers can take to enhance wellness supports in the workplace.

In Ireland, those employers who are taking measures to promote supports around worker wellbeing are attracting and retaining top talent. A recent survey by Hays Ireland found some very encouraging responses from workers.

The survey revealed that both employers (95%) and employees (96%) believe that positive wellbeing is important to the success of an organisation.

However, despite this shared belief, only 48% of employees feel their organisation’s current approach to wellbeing effectively supports them, while 22% of employees report taking time off work in the last 12 months due to stress or stress-related illness.

Nearly half (49%) of professionals said they had previously left a job due to insufficient wellbeing support from their employer, with an additional 31% of professionals who considered leaving a job for the same reason. 

"Remote and hybrid working policies continue to evoke debate, but it's clear that flexibility plays a central role in many professionals’ sense of wellbeing," said Maureen. "To build on this wider momentum, organisations must ensure their wellbeing strategies align closely with what employees actually experience and need — particularly when it comes to addressing stress and overwork.” 

In this Q&A interview, Maureen Lynch outlines some of the actions that employers can take to promote wellness in the workplace, and the role of communicating the availability of wellbeing supports to existing employees and potential new recruits.

Q1. What do you advise employers and employees in relation to using work-life balance to attract and retain talent?

Many professionals today view maintaining a healthy balance between their professional and personal life as a key priority when looking for a new role and when deciding whether to stay at an organisation. Employers who proactively support their teams in achieving this balance are far better positioned to attract and retain top talent.

Flexible working is a proven way to support work-life balance. Our research shows that 85% of professionals say hybrid working has positively impacted their wellbeing. Conversely, nearly half (49%) have left a job due to poor wellbeing support — highlighting just how critical this issue is for retention.

To stand out in a competitive talent market, employers should embed wellbeing into their employee value proposition. This means clearly communicating wellbeing commitments in job adverts, careers pages, and interviews. Yet, only a third of employers currently discuss wellbeing during recruitment — missing a key opportunity to connect with candidates.

Hiring managers should be trained to speak confidently about wellbeing offerings, and employee testimonials can help bring these commitments to life. By making wellbeing a visible and authentic part of the recruitment process, organisations can demonstrate that they genuinely value work-life balance — something today’s talent is actively seeking.

Q2. How does having policies around workplace wellbeing and stress help a company's financial performance?

Since the Covid-19 pandemic, employee wellbeing has become central to the ‘social’ pillar of ESG, reflecting a shift in investor priorities toward purpose-led organisations. Today, investors increasingly assess how companies support their people — not just their profit margins.

Encouragingly, 95% of employers agree that positive wellbeing is vital to organisational success. A healthier, happier workforce tends to be more engaged, productive, and loyal factors that directly influence financial performance. For example, wellbeing policies can reduce absenteeism, lower turnover costs, and improve team output.

Yet, with over half (54%) of professionals often feeling stressed at work, there’s a clear opportunity for employers to act. By investing in wellbeing and stress-reduction strategies, companies not only support their people – they also strengthen their bottom line.

Q3. While employers and employees shared similar views on the value of workplace wellbeing, how can better communication help align their views on the best approach?

While employers and employees generally agree on the importance of workplace wellbeing, misalignment often arises around how best to support it. Better communication is key to bridging this gap. Employers should actively seek and listen to employee feedback — not just informally, but through structured channels like surveys, focus groups, and regular check-ins. This helps ensure wellbeing strategies are shaped by real employee needs rather than assumptions.

It’s concerning that 75% of employers admit they don’t measure the effectiveness of their wellbeing initiatives. Without clear communication and feedback loops, it’s difficult to know what’s working and what’s not. By sharing the rationale behind wellbeing initiatives and being transparent about how employee input is being used, organisations can build trust and foster greater engagement.

Clear, two-way communication also helps employees understand the support available to them and how to access it. When organisations articulate both their commitment to wellbeing and the practical steps they’re taking, it reinforces that wellbeing is a shared priority — not just a box-ticking exercise.