Lifestage health in the workplace — practical solutions for every employee 

Lifestage health is about designing workplace health and benefits so every employee can stay well, productive and engaged as they move through different life stages — early career, parenthood, midlife, menopause, caring responsibilities and later life. A lifestage approach recognises people don’t have identical needs: a 25‑year‑old’s priorities differ from those of a 55‑year‑old approaching retirement. Getting it right can help reduce absence, improve retention and make your benefits package more relevant for everyone.

Mental health and long‑term conditions are major drivers of workplace absence in the UK. Recent HSE data shows that in 2024/25 an estimated 964,000 workers reported work‑related stress, depression or anxiety, and these conditions accounted for millions of lost working days.^[1] That scale of need means a one‑size‑fits‑all benefits programme is unlikely to meet expectations — and is less likely to deliver return on investment.

• Start with data: use absence records, employee surveys, occupational‑health referrals and demographic data to identify where needs are greatest. Population‑level insight helps you prioritise solutions and measure impact. Ensure all clinical or health-related metrics are aggregated and anonymised and handled in line with applicable data‑protection law (for example, GDPR where it applies), minimising personal data, restricting access, and applying clear retention rules.
• Build inclusively: include mental health, musculoskeletal support, reproductive and fertility care, menopause support, chronic disease management and carer support. These map directly to common life stages and health risks.
• Offer choice and flexibility: different employees will use different elements. A multi‑channel approach (digital tools, one-to-one coaching, clinical services, line manager training) increases uptake.
• Train managers: line managers drive everyday support. Training them to spot early signs, hold supportive conversations and make reasonable adjustments can help stop small issues becoming long absences.
• Measure outcomes: track take‑up, employee experience, absence trends and clinical outcomes where possible. Use that evidence to refine the programme.

• Digital triage and access to clinicians: 24/7 digital triage and remote GP or mental health appointments can help employees get earlier advice and reduce time off work. These services can help with everything from acute illness to mental health and chronic condition management.
• Targeted mental health support: offer cognitive behavioural therapy (CBT), counselling, and mental health coaching. These can help reduce symptom severity and support a return to work when combined with workplace adjustments.
• Menopause programmes: education, clinical support and manager guidance can help midlife employees manage symptoms at work. Evidence shows workplace menopause support can improve retention and reduce presenteeism.
• Musculoskeletal care: early access to physiotherapy, ergonomic assessments and return‑to‑work plans can help employees with back and joint problems remain productive.
• Fertility and family‑forming benefits: fertility consultations, counselling and paid leave for treatment align with needs of younger and mid‑career employees. These offerings can help recruitment and retention in competitive markets.
• Carer support: flexible working, carer leave and signposting to social care resources can reduce stress for employees balancing work and caring responsibilities.
• Chronic disease management: condition‑specific programmes (diabetes, heart disease) that combine clinical care, coaching and workplace adjustments can improve health outcomes and reduce long‑term absence.

1. Map need to spend: start with highest‑impact areas identified in your data. For example, if mental health causes most days lost, prioritise mental health access and manager training.
2. Offer a core plus elective model: provide a core set of services for everyone (EAP, GP access, manager training) and elective modules targeted at specific groups (menopause clinics, fertility support, carer leave). This keeps costs focused while increasing relevance.
3. Integrate with benefits and HR systems: streamline access so employees can find the right help quickly — use single sign‑on, clear portals and simple referral pathways.
4. Partner with trusted providers: here at Marsh our team of clinical, occupational, and public health experts help you build healthy workplace practices, safer workplaces and develop an improved workplace culture.
5. Pilot and iterate: start small, measure engagement and outcomes, then scale what works. Pilots can prove business case and shape communications.

Clear, repeated communication is essential. Use targeted messaging by demographic and life event (e.g., “support during pregnancy”, “menopause clinics available”) and train managers to signpost services. Normalise help‑seeking so uptake increases and stigma falls.

A lifestage health approach does not promise to eliminate absence or solve every health challenge, but it can help organisations match support to real needs across their workforce. By using data, offering choice, and prioritising evidence‑based services, employers can make benefits more relevant, equitable and effective — improving wellbeing and business performance over time.

^{[1] https://www.hse.gov.uk/statistics/dayslost.htm}

_{Information contained herein may have been obtained from a range of third party sources and may change in the future. While the information is believed to be reliable, Mercer Marsh Benefits has not sought to verify it independently. As such, Mercer Marsh Benefits makes no representations or warranties as to the accuracy of the information presented and takes no responsibility or liability (including for indirect, consequential or incidental damages), for any error, omission or inaccuracy in the data supplied by any third party.}