Why Treating Employees as Individuals Is Good for Business

The following insights, originally published by HR Magazine, demonstrate why treating employees as individuals drives better outcomes for organisations. At Workers of England, we have practised this approach since our formation—recognising that every member is unique, listening to their individual concerns and addressing their needs accordingly.

What Did We Find?

• Working life and wellbeing in the new normal: 52% agree boundaries between work and home are increasingly blurred (up from 40% in February). The ‘new normal’ is straining relationships, with employees becoming physically and emotionally remote.
• Combatting employee drift: Although 54% feel their employer has worked hard to foster company togetherness, just 15% believe their employer truly understands what motivates them.
• Heightened awareness of wellbeing: 43% describe their wellbeing as less than good, yet 84% say they would continue working even when unwell, indicating widespread presenteeism.
• Survival mode adaptation: In August, 25% felt financially unprepared for unexpected events. Anxiety has led to longer working hours, fewer sick days and reduced fulfilment.
• Personality impacts: 33% of respondents fall into the most vulnerable category—“disorganised and stressed”—highlighting the need for tailored support.

Wellbeing Is Crucial

Employers face two major challenges: mental health issues and presenteeism. Declining job satisfaction and ongoing uncertainty from the pandemic are eroding our mental wellbeing. In August, 43% of employees rated their mental health between “very bad” and “fair,” up from 38% in February.

The Effects of the Psychological Contract

Remote working can leave staff feeling emotionally distant from colleagues and the organisation, weakening their sense of purpose. Only 23% of employees felt loyal to their employer in August (down from 28% in February), while 74% are open to changing jobs more frequently. This “employee drift” makes attracting and retaining top talent increasingly difficult.

There’s No One-Size-Fits-All Answer

Since every employee is different, solutions must be personalised. By segmenting staff into persona categories, employers can identify those most at risk—like the “disorganised and stressed” group—and offer targeted support. Personalised interventions can improve physical, financial and mental wellbeing, increasing loyalty and reducing turnover.

Read the Report

Aviva’s new Age of Ambiguity report offers deeper insights into how employees really feel about working life today. Use its findings to rethink your strategy, optimise resources and prioritise the most effective support for your people.

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