Despite companies investing millions in employee perks, just 12% of UK employees say they’re truly satisfied with their benefits.
That’s one of the headline findings from the Drewberry (part of Brown & Brown) Employee Benefits and Workplace Satisfaction Survey 2025 – a report that paints a sharp picture of what’s really going on inside UK workplaces.
Stress is high. Communication is low. And the link between benefits and engagement is broken.
If benefits are meant to drive happiness, motivation, and retention, why are they missing the mark?
The Engagement Disconnect
For many organisations, benefits are still treated as a checkbox exercise rather than a core part of company culture. Once they’re set up, they sit quietly on the intranet or in onboarding packs, forgotten as day-to-day pressures take over.
But this lack of visibility comes at a cost. According to the survey:
- 67% of employees don’t know what’s included in their benefits package.
- Only 11% receive regular updates from their employer.
When people don’t understand or remember what they have access to, the perceived value of those benefits plummets.
A benefit that’s never mentioned might as well not exist. Over time, that erodes trust and the sense that the organisation genuinely cares about employee wellbeing.
The Communication breakdown
You can’t value what you don’t understand – yet only 36% of employees say they fully understand their benefits. The rest are either unsure or completely disengaged.
It’s not that the benefits themselves are bad. The issue is that employees hear about them once and never again.
Think of benefits like any other product: if you want people to buy in, you have to market it.
- Share reminders and stories in monthly emails or newsletters.
- Discuss benefits in team huddles and one-to-ones.
- Refresh information on your intranet or chat platforms.
It’s about consistency, not volume.
Employees need to see and hear about their benefits multiple times before they take action. That’s where communication stops being admin and starts being engagement.
The MIsmatch problem
Then there’s the issue of what’s offered versus what people actually want.
The Drewberry survey found that while most employers provide hybrid work options, enhanced pensions, and flexitime, employees are asking for:
- Greater flexibility in working hours (42%)
- A reduced working week (39%)
- Enhanced pension contributions (37%)
Employees are looking for financial stability and time.
For years, organisations have assumed that “trendy” perks such as ping pong tables and pizza drive engagement.
In reality, people value benefits that remove stress and support life outside of work. Financial wellbeing, fair pay, and flexibility aren’t luxuries anymore.
The Way Forward
The good news? The problem isn’t hard to fix – it just needs focus:
Audit what you offer and what’s actually valued
If a benefit isn’t being used, ask why. Pulse surveys can tell you more than guesswork ever will.
Communicate regularly
The Marketing “Rule of Seven” applies here too – people need to hear about a benefit several times before it sticks.
Personalise by demographic
What matters to a 25-year-old renter won’t match the priorities of a 45-year-old parent. Tailor your messaging.
Educate managers
Line managers are the bridge between HR and employees. If they understand and talk confidently about benefits, engagement rises.
Review and refresh annually
Employees need change fast. Benefits should evolve just as quickly.
None of these steps require big budgets – instead, focus on clarity, communication, and consistency.
closing thoughts
It’s easy to think your benefits are failing because they’re bad, when really, they’re failing because they’re invisible.
When communication falls short, even the most generous package loses its power to engage.
If you want to build workplaces where people feel valued, benefits can’t be treated as an HR afterthought – think connection, care, and culture.
You can explore the full findings from The 2025 Drewberry Employee Benefits And Workplace Satisfaction Survey here.
Author: Tom Conner – Director, Drewberry
Photo credit: Drewberry
