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Business Standard
5 days ago
- Health
- Business Standard
Chronic illness at 36? Your job might be the most expensive thing you own
As salaries rise and insurance benefits get more sophisticated, a new report by Plum, an employee health benefits platform, warns that health in India is deteriorating faster than ever—and companies are unprepared for what's coming. Plum has released its Employee Health Report 2025, and the findings are nothing short of a wake-up call. Chronic illness is hitting Indian professionals before age 40, burnout is driving 1 in 5 employees to consider quitting, and mental health concerns are going unaddressed, especially among men. The report draws from 100,000+ telehealth consultations, 25,000 insurance claims, 1,998 health camp participants, and 512 employee surveys, offering a rare, data-backed look into the true cost of inaction on employee health. Here are the key findings: The economic time bomb: With over 600 million Indians under age 35, India should be reaping the benefits of a demographic dividend. Instead, the report shows: Chronic illnesses are striking a decade earlier than in developed nations, often by age 40 or sooner The median age for cardiology consults is just 33, underscoring a troubling trend of early-onset chronic illnesses among India's working population. Plum's data reveals a consistent pattern across the onset of major health conditions: 32 – Heart disease 33 – Cancer 34 – Diabetes 35 – Chronic kidney disease 36 – Cerebrovascular disease (strokes, ischemia) This early onset not only threatens individual well-being but also puts long-term pressure on workforce productivity, healthcare costs, and India's economic potential. The result is staggering: chronic disease costs companies up to 30 days per employee every year in productivity losses and disengagement. 40% of employees take at least one sick day each month for mental health reasons, and 1 in 5 are considering quitting due to burnout. 2. The screening shortfall: Why India's silent crisis remains unseen Despite the growing burden of disease, only 20% of companies offer regular health check-ups, and even when available, just 38% of employees use them From Plum's health camps: 63% had high or elevated blood pressure (31% Stage 1, 18% Stage 2 hypertension) 38% had high cholesterol, 17% were clinically obese, and 11% were pre-diabetic 71% were found to be at moderate risk of NCDs, while 5% required urgent medical attention 3. Mental health, burnout and a workforce in crisis 20% of Plum's telehealth consults are mental health-related, with anxiety being the leading concern Only 14% of the workforce is thriving, compared to a global average of 34 % - Gallup's State of the Workplace report. The data also shows a gender divide in access and stigma: Men dominate healthcare utilisation (58%) in the 30–49 age group, yet are less likely to seek mental health support Women in the 50–59 age group account for 68% of benefit utilisation — a trend shaped by both biology and society. On one hand, this is the typical age for menopause and perimenopause onset, bringing a surge in health needs. On the other, years of deprioritising their own health due to caregiving roles often leads to late detection and more severe conditions, finally pushing them to seek treatment. 4. Men Are Not Speaking Up Until It's Too Late Men are disproportionately at risk for early-onset chronic diseases Heart disease is appearing in men as early as 32 years, highlighting a need for early detection and proactive care Despite the data, preventive screenings and early interventions remain low across both genders, particularly among men Mental Health: The Cost of Stigma and Inaction Men make up 47% of insurance claims, yet only 46% of telehealth users, indicating a significant reluctance to seek help early When men do seek mental health support, they report 54% higher symptom severity in their first session—suggesting delayed intervention The drop-off rate after the first consultation is 42% higher among men compared to women Men are overrepresented in high-stigma conditions like OCD (69%), ADHD (63%), and addiction (89%), yet often don't pursue sustained care—further deepening the mental health gap 5. Women are underserved on reproductive and hormonal health 23% of women's telehealth consults were related to reproductive health, 32% to hormonal health, and 18% to menstrual issues 42% of women work through period pain without accommodations 70%+ of women say current health benefits do not meet their real needs 6. Rethinking value: Insurance alone won't solve this India Inc has made progress, with a 100% increase in startups and enterprises investing in preventive and flexible healthcare, but gaps remain: Only 34% of companies offer benefits aligned with what employees truly value 1 in 3 employees say they don't even have the time to care for their health Plum calls for a shift from 'coverage' to 'care', through a preventive, personalised and participatory model For every ₹100 invested in health, companies generate ₹296 in healthcare savings for employees, proving that employee health is not just ethical, it's economic. "We need to urge companies to think of healthcare beyond the transactional nature of insurance," said Abhishek Poddar, Co-founder of Plum. "True employee well-being lies in providing access to holistic healthcare solutions that encompass mental, physical, and social well-being. Our report underscores the urgency for a comprehensive approach that empowers employees to take charge of their health journey, including addressing the specific mental health needs of different demographics within the workforce." -
Yahoo
15-05-2025
- Business
- Yahoo
Remote employees are lonelier, sadder, and angrier, survey finds
Return-to-office mandates are becoming the norm for many companies. Amazon, JPMorgan Chase, and AT&T are just some of the big names pulling workers back into the office in the post-pandemic era, leading to pushback from employees and debates about whether or not RTO is the right move not just for productivity, but overall worker well-being. Remote work does have its perks, though. With benefits like saving time without a commute, being more productive without office distractions, greater flexibility, cost savings, and finding balance for family obligations, remote and hybrid work is undoubtedly appealing. The latest State of the Workplace report from Gallup, however, reveals that fully remote work might not be ideal for employees' mental health—and could leave them more distressed (regardless of income level, across all findings). Fully remote workers reported higher engagement (31%) compared with hybrid (23%), on-site remote-capable (23%) and on-site non-remote-capable (19%). Gallup defines employee engagement as the enthusiasm felt for work and attachment to the team and organization. They speculate that remote workers may be more engaged because they have more autonomy in their work. But that autonomy could come with a price. Fully remote workers reported being less likely to thrive in their life overall (36%), compared to 42% of hybrid workers and 42% of on-site remote-capable—but workers who were on-site non-remote-capable were least likely to be thriving, with only 30% reporting as such. Gallup also found that remote workers reported higher rates of emotional distress, with 45% saying they experienced a lot of stress the previous day, compared to 39% for onsite remote-capable, 38% for non-remote-capable. Stress levels, however, were similar to that of hybrid workers (46%). Additionally, remote workers reported the highest levels of anger (25%), sadness (30%), and loneliness (27%) compared to hybrid and on-site workers. For hybrid workers, 17% reported feeling anger, 21% reported sadness, and 23% reported loneliness. Levels of these negative emotions were similar for on-site remote-capable and non-remote capable, with both reporting 21% feeling anger, 23% and 22% reporting sadness, and 20% and 21% reporting loneliness, respectively. 'These findings suggest that being a fully remote worker is often more mentally and emotionally taxing than working on-site or working in a hybrid arrangement,' the Gallup report said. The authors speculate that remote work could be increasing feelings of isolation with less camaraderie and social support from colleagues to help alleviate the stress of the workday. When you're at an office, you're able to share meals with coworkers, for example, which is linked to lower stress levels, feeling better at work, and even making healthier food choices. Moreover, relying on technology at home can be frustrating, the report says. Trying to coordinate all communication and meetings through technology that doesn't always cooperate can leave workers annoyed, while they may also have minimal access to tech support and resources at home. The Gallup report also points out that while more autonomy at work can be favorable, it can also cause more stress, as remote and hybrid workers could be faced with fewer clear boundaries while trying to manage their time and workload. For more on remote work: Gen Z and millennial workers would accept lower salaries in exchange for this one thing from their employers Workplace well-being is at an all-time low. Here are 5 ways employers can actually help Want to boost employee morale and productivity? Ramp up volunteering This story was originally featured on
Yahoo
23-04-2025
- Business
- Yahoo
Employees appear more likely to remain in their roles over next six months
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Employees are more likely to stay in their jobs during the next six months, according to an April 15 report based on Eagle Hill Consulting's Employee Retention Index. The index increased slightly during the first quarter, inching up 3.9 points to 102.5. Indicators for organizational confidence, compensation, culture and retention increased, yet worker optimism about the job market dipped. 'The Index data indicate that employees are more likely to stay put in the coming months, and there's a rising sense of unease among workers regarding their job prospects,' said Melissa Jezior, president and CEO of Eagle Hill Consulting. 'While this is good news for employers facing chronic labor shortages, it's a tough situation for employers who now must reduce their labor costs.' By age cohort, Generation Z workers appeared to be least likely to leave their jobs — more than ever before, according to the Index data. On the other hand, millennials were most at risk of quitting and were least satisfied or optimistic about compensation. The gender retention gap grew wider, too, reaching the largest gap to date at 19 points. Women and men particularly diverge on their feelings about compensation, with women 'increasingly less confident' about it, creating a 33.2-point gulf from men. HR professionals have shifted their focus from recruitment to leadership and management development, according to the 2025 SHRM State of the Workplace report. HR leaders indicated that retention and career progression were also top priorities, especially training programs for front-line workers and hourly employees. Creating employee cohorts can improve retention, especially among Gen Z workers, according to research published in the Journal of General Management. Fostering strong cohort dynamics can help newcomers feel like they're a meaningful part of the organization and reduce turnover risks, the researchers said. Sign in to access your portfolio
Yahoo
13-03-2025
- Business
- Yahoo
HR leaders used to be obsessed with recruiting. Now they're trying to develop the talent they already have
Good morning! If 2024 was all about discovering new talent, human resource leaders are using 2025 to focus on cultivating the employees they already have. Last year, the number one priority for top HR executives was recruiting, and figuring out ways to hire workers with in-demand skills like AI expertise, according to the 2025 State of the Workplace released by the Society of Human Resource Management (SHRM). But this year, recruiting fell to seventh place, showing that CHRO priorities are changing drastically in 2025. Instead, leadership and manager development took the top spot among focuses for HR professionals, according to separate study from SHRM, with 51% of CHROs saying it was their main concern. That was followed by organization design and change management at 30%, employee experience at 28%, talent management at 27% and learning and development at 24%. 'It's really about ensuring that the employees you have at your organization are working towards being productive, and that you can retain that talent,' says James Atkinson, VP of thought leadership at SHRM. 'We're seeing a focus from recruiting outside the organization to really building up and developing talent within the organization itself.' The new emphasis on existing employees comes as HR practitioners are forced to manage their organizations through particularly volatile times, according to Johnny C. Taylor, president and CEO of SHRM. 'As organizations continue to navigate talent shortages, economic fluctuations, and evolving workplace dynamics, HR leaders are shifting their focus to long-term workforce development and engagement strategies,' he says. When it comes to exactly what qualities HR leaders want to encourage among their managers, around 40% of CHROs who named leadership development as a top priority said they were interested in teaching softer skills, like the ability to inspire workers and manage conflict, the second study found. Out of companies that ranked employee experience as a top concern, 40% said they were focused on improving employee satisfaction, engagement, and productivity, as opposed to other issues like workplace culture (15%), and RTO strategy (5%). And overall, 59% of CHROs are planning to place more focus on employee well-being in 2025, according to the CHRO study. HR leaders have good reason to worry about their workers. Around 35% reported heavier workloads in 2024 due to unfilled roles, and 61% reported feelings of burnout, according to the state of the workplace study. 'There's going to be an emphasis on that human-centered leadership in 2025,' says Atkinson. 'Leaders need to be equipped to lead change, but also equipped to engage with their employees as well.' Brit This story was originally featured on
