2026年职场健康360报告：稳定劳动力背后的隐性风险

The Hidden Risk of a Stabilised Workforce Foreword Every year, this report asks the same fundamental question: are the people in ourorganisations truly doing well? Not just coping. Not just showing up. Actually thriving, bringing their curiosity, theirinitiative, and their best thinking to the work in front of them. This year's data gave us a more complex answer than we expected. In many ways, thingsare better. Organisations invested in their people, and it showed. However, beneath theimprovements, a less noticeable shift is underway, one that does not show up inheadcount numbers or output reports, and one that I believe represents the definingpeople challenge of this moment. I hope this report challenges you to look beyond the metrics that may feel reassuring andtowards the ones that actually tell you how your people and business are really doing. Theodoric ChewChief Executive Officer& Co-founder, Intellect Executive Summary For organisations reading only their retention numbers, thiscreates what we call theRetention Illusion. The workforce looksstable on paper. The engagement gap is invisible until it shows upin the issues that never get raised, the initiative that never getstaken, and the potential that never gets realised. Organisations spent the last year investing in their people'swellbeing. The data shows it worked, at least in part. Across 27,048 employees in 160 countries, mental wellbeing saw itslargest single-year improvement in our dataset of 10.20% points,alongside an 8.07% points rise in productivity. Stress managementrecorded the single largest gain of any factor we measured. By thenumbers most organisations track, the picture looks encouraging. Our analysis points to two factors that explain the majority ofvariance in employee engagement:Optimism, an employee'sbelief that their efforts lead to meaningful outcomes, andEncouraging Participation, the extent to which they feelgenuinely invited to contribute. Both declined over the past year.Both are addressable. But one number tells a different story. Employee engagement, themeasure of whether people are psychologically invested in theirwork and not just physically present for it, has not kept pace. Acrossthe majority of industries we studied, it declined. This report follows that chain in four parts: what the data shows,why it is happening, what drives engagement, and how to act onit. We close with a detailed look at Healthcare andPharmaceuticals, the sector where this pattern is most apparent,as a worked example of the recommendations in practice.Functional Disengagementis real, but it is not inevitable. Theorganisations that will outperform in the years ahead are thosethat move now, from ensuring productivity to cultivating theconditions in which their people can reach peak performance. This pattern is consistent with thejob-huggingphenomenon. In aclimate of economic uncertainty and rapid technological disruptionthrough AI, leaving a role carries real risk. Many employees appearto be staying not out of conviction, but out of caution, protectingtheir energy rather than investing it. Over time, this producesFunctional Disengagement:employees who meet their obligationsbut withhold the discretionary effort that drives companyperformance. They are present. They are productive. But they arenot fully committed. Report Methodology The 2026 Workplace Wellbeing 360 Reportdraws on data from 27,048 employees across160 countries and 13 industry sectors, collectedthrough Intellect Dimensions, a 26-item self-assessment tool embedded within the Intellectplatform. How to Read the Numbers in This Report Table columns labelled 2024 and 2025 refer to the data collectionperiods: 2024 data underpins last year's report, and 2025 dataunderpins this one. All organisational dimensions and personal factors scores aremeasured on a scale of 0 to 100. A higher score indicates animprovement for all dimensions except Burnout, where a lowerscore indicates a reduction in burnout. The tool measures5 organisational dimensionsand13 personal factors. Organisationaldimensions capture workforce-level trends;personal factors show the psychologicalconditions that drive them. Together, they aredesigned to help organisations move beyondsurface-level indicators and understand what isactually happening with their people. Percentage points (% points) are used to express year-on-yearchanges. For example, a score rising from 10 to 15 is a change of+5% points, not a 50% increase. For full details of the research methodology, seeAppendix 3.For country-specific data, seeAppendix 4. What the 2025 Data Shows:The Productivity-Performance Conundrum1. Productivity, however, is not the same as performance. Your employees may becompleting their tasks on time, but do they care enough to bring their best selvesto it? 1What the 2025 Data Shows:The Productivity-Performance Conundrum In last year’s report, we noted a global dip in Productivity and identifiedMental Wellbeing as th