Although the pandemic may be easing, many workers continue to struggle with the ongoing changes and challenges of juggling their work and personal lives.

Our 2022 Global Talent Trends Study – which consists of 14,000 voices across 13 countries – shows that employees are feeling fatigued. In Australia, a staggering 78% of employees say they feel at risk of burn out. Reinforcing this sentiment, a scientific brief by the World Health Organisation (WHO) released in March this year, reported that the number of cases of anxiety and depression in the first year of the pandemic increased by 25%. 


On the positive side, the pandemic prompted many organisations to introduce more empathetic and employee-centric ways of working. If fact, one of the key learnings from the crisis for executives was that almost a third now understand that the investment in employee health and well-being can yield measurable return.  


Watch this conversation with May Lee, Employee Experience and Culture Leader, Mercer, and Ella Mansfield, Mental Health and Well-being Leader, Mercer Marsh Benefits, to learn more about why and how to prioritise total employee well-being.

Ella Mansfield
Mental Health and Well-being Leader, Mercer Marsh Benefits


May Lee
Employee Experience and Culture Leader, Mercer


Learn how to safeguard the current and future well-being of your workforce.

  • Short for time? Go straight to the point:

    00:00:06 - Burnout is hampering retention

    00:01:06 - The employee energy crisis

    00:01:44 - Productivity suffers when employees don’t have much left in the tank

    00:02:21 - The onus is on the leaders to address employee burnout

    00:03:15 - There is a hole in the well-being bucket

    00:04:17 - Gaining new skills with micro learning

    00:05:30 - Delivering on total well-being requires a personalised approach

    00:06:06 - How data can help you craft personalised experiences

    00:07:49 - A total well-being mindset requires a new type of leadership

    00:09:05 - Re-thinking leadership development

Re-imagining employee experience and well-being:


Insights from May Lee, Employee Experience and Culture Leader, Mercer


“The discussions we’re having with clients around attraction, retention, and engagement are increasingly turning to well-being and how it's affecting retention, engagement, and what we can do to reduce burnout risk.”


“Some leaders don’t fully understand the definition of burnout. The World Health Organisation categorised burnout as an occupational phenomenon, so it’s up to leaders to develop strategies to mitigate it.”


“When it comes to employee experience, employers are focusing on personalisation and targeting. Over a third of HR professionals in our recent Global Talent Trends Study agreed that a segmented approach to well-being strategies is the way forward.” 


Insights from Ella Mansfield, Mental Health and Well-being Leader, Mercer Marsh Benefits


“There’s an employee energy crisis going on; people are already low on energy in their everyday lives due to constant change, so there’s not much left in the tank to go the extra mile at work.” 


“One trend that emerged from the pandemic is the growth in micro-learning. Bite-sized information less than ten-minutes long, that people can consume while getting a coffee. Not many people have time to sit through a four-hour training, but they can listen to a five-minute audio.” 


“Data analytics can play a strong role in the well-being strategy. By analysing your claims experience, grievances, exit interviews, and absenteeism, you can tailor your well-being program to different employee groups.”


“We need to inject a well-being mindset into leadership which needs to be encouraged from the moment they’re hired – not when they step into their leadership roles. This means that there aren’t any big skill gaps because they've already been on that journey and they're ready to go.” 

Watch the full conversation:


Download the Global Talent Trends report and Australian executive summary