May 20, 2025
Key Takeaways
- Two additional well-being dimensions—social connectedness and community—are part of three-quarters of employers’ multi-dimensional well-being strategies.
- Relative to other well-being areas, community and social connectedness are less likely to be ranked as the most important well-being dimensions. Still, data findings reveal growing consideration and inclusion of these areas for 2026.
- Many employers are offering a wide range of initiatives to support community and social connectedness.
Social Connectedness and Community Well-being Key to Personal Well-being
Employers are increasingly recognizing the importance of including social connection and community involvement as part of a holistic well-being strategy. In 2025, 84% of employers will include social connectedness in their strategy (Figure 5.1). Additionally, 76% of employers will provide opportunities to engage in community well-being (Figure 5.3). While growth for social connectedness has been slow, more employers are considering adding community to their well-being strategy in 2026.


A Wide Range of Social Connectedness Initiatives Offered
Employers around the world offer a variety of initiatives to foster social connection between colleagues, even at times on a global scale. As illustrated in Figure 5.2, some of the most common programs in place in 2025 include get-togethers, employee resource groups (ERGs)/affinity groups, peer coaching or mentoring and team-building exercises. Although not as common, nearly half of employers will design opportunities to combat loneliness and isolation, an approach that could be helpful in addressing the well-being of remote workers. While these programs address a global vulnerability in many workplaces, only 21% of employers believe that employees are highly engaged in social connectedness offerings.




Community Service Events a Common Offering Globally
In 2025, almost all employers have a community service program/volunteer event offering in place. About three in four employers provide time off for employees to volunteer in the community, and 52% go so far as to provide incentives for volunteering (Figure 5.4). However, despite this widespread offering, only a quarter of employers find that employees are highly engaged in community initiatives.


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Introduction2025 Employer Well-being Strategy Survey
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Executive Summary2025 Employer Well-being Strategy Survey: Executive Summary
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Part 1Employer Perspectives on Well-being
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Part 2Physical Health
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Part 3Mental Health
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Part 4Financial Health
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Part 5Social Connectedness and Community Well-being
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Part 6Time Away, Flexibility and Job Satisfaction
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Part 7Incentives and Lifestyle Spending Accounts (LSAs)
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Part 8Data and Evaluation
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Part 9The Future of Well-being
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Full Report2025 Employer Well-being Strategy Survey: Full Report
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Chart Pack2025 Employer Well-being Strategy Survey: Chart Pack
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