A key focus of conversations so far has been on getting those people outside the workforce into work. Just as important, however, is stemming the flow of people leaving the workforce in the first place. This outflow has risen more sharply than the rate of returns to work, driving higher overall levels of inactivity.
With that in mind, PwC commissioned and undertook research to better understand the problem and to explore where new solutions might be found. We have heard from more than 4,000 UK adults through interviews and surveys as well as several hundred senior business leaders from major employers and SMEs.
This brought together the following perspectives, understanding the challenge and opportunity from each of them will help us find a new approach to allow individuals and businesses to thrive.
“We weren't able to offer much health related support and I feel that we let them down in this instance. We've since implemented private medical insurance.”
“I have sent my letters from occupational health to my workplace but I don't feel that any changes have been made to my work arrangements.”
“I never spoke to my employer about [my mental health] until it was too late...they may have been able to support me.”
The factors behind the rise in economic inactivity are various and complex, and often there is no “one single reason”. Among those individuals who were in work and left, there is a wide range of factors which led to that decision – although it is increasingly clear that ill-health, both physical and mental, is a major driver.
of people left work due to unfulfilling work
of 18-24 year olds left work due to mental health concerns
of 35-44 year olds left work due to lack of career growth
Our report identifies and elaborates on two key areas for further focus and consideration:
Keeping people engaged, healthy and resilient at work
Build prevention-first approach into workplace design and culture
Health support better integrated into other aspects of business
Improved communication, peer group and other social network support
Greater focus on development and skills
Employers and Government to work together on prevention-first approach eg through a Good Employer Charter
Faster in-work intervention and support once employees are at risk
Ensure workers have access to high quality, confidential support
Government to consider offering assistance to SMEs
Explore wider use of third-party providers
“Coming through loud and clear in our research is the bearing confidence has on job satisfaction and broader wellbeing. Confidence at work is underpinned by many things, but one of the most significant factors – and one that employers and educators can influence – is having the skills to flourish."
Phillippa O’Connor, Chief People Officer, PwC UK
“If we are serious about reducing economic inactivity and contributing to the Government’s ambition of economic growth, then we need joined-up action not only helping people back into work, but more importantly stemming the flow of people out of the work.”
Katie Johnston, Local and Devolved Government Leader, PwC UK
“Secure employment is a pillar of good mental health and many people experiencing mental illness can thrive at work, providing the right support is in place.”
Brian Dow, CEO, Mental Health UK
Workforce Markets and Services Leader, PwC United Kingdom
Tel: +44 (0)7834 250359