Research from Towergate Employee Benefits, has found over a third (37 per cent) of companies with employees based outside of the UK believe they do not offer enough health and wellbeing support and that this is impacting on their ability to recruit and retain people.
“It could be seen as a positive that overseas employers at least recognise that their lack of health and wellbeing support is negatively influencing the recruitment and retention of talent, however the big step now is for them to do something about it,” commented Sarah Dennis, head of international for Towergate Employee Benefits.
It is vital to put the right health and wellbeing support package in place for overseas employees. And employers recognise the advantages go further than just for recruitment and retention. Indeed 40 per cent of companies with employees abroad state that health and wellbeing support boosts productivity, 39 per cent say it increases engagement, 38 per cent say it strengthens loyalty, and 37 per cent believe it is the right thing to do. These compare with 39 per cent who say it boosts retention, and 34 per cent who believe it supports recruitment.
The case for supporting employees based abroad is different from those in the UK. Overseas employees often expect to be well looked after, not just in terms of salary, but with health and wellbeing benefits seen as a core part of the remuneration package. It can be argued that those working overseas are in greater need of health and wellbeing support (or at least tailored health and wellbeing support) due to the unique situation in which they find themselves, for instance being outside of NHS care, or living and working in remote areas with more difficult access to healthcare.
Sarah Dennis added: “Health and wellbeing support for overseas employees must be fit for purpose and this can mean it being much enhanced over typical offerings in the UK, often including dental support as standard, maternity care, evacuation and repatriation and, with no NHS abroad, everyday care must be included as well.”
Employers must ensure, however, that they do not overcompensate. It is vital to seek advice from specialists with local expertise so that employers are able to make an informed decision as to the level of support that is necessary and appropriate. For example, the circumstances for local nationals may be different to employees from the UK based abroad temporarily. There may be some state-funded benefits in some countries and certain benefits will not be expected in every region. It is important, therefore, to take advice and to benchmark, to ensure against over compensation, as well as under compensation.
Sarah Dennis concludes: “To really get the most value out of health and wellbeing support, especially for recruitment and retention, employers must really make a noise about what they offer. Attracting and keeping overseas employees is particularly competitive and they are at risk of leaving if better benefits are offered elsewhere.
“International employers are urged to take a look at the health and wellbeing support they offer, especially the third who are already aware that it is not doing its job in supporting recruitment and retention.”
