Global employers are under growing pressure to offer more personalised and inclusive benefits but most lack the systems and governance needed to deliver them effectively, according to Aon’s 2025 Global Benefits Trends Study.
The survey of over 500 benefits professionals in 45 countries found that only 14 per cent of companies have global guidelines to support personalisation, even though 65 per cent of employees would swap their current benefits for more choice.
According to the research, cost control remains the top priority for 70 per cent of employers as medical costs continue to rise, but with delivering value to employees now a top-three goal, many are finding it increasingly difficult to balance growing expectations with tight budgets.
Around 77 per cent of companies are therefore planning to renegotiate with their benefits providers, and 67 per cent are preparing to issue new tenders.
Many employers are now linking personalisation to inclusion. Among those with stronger governance and data strategies, 54 per cent plan to expand support for families, 39 per cent for older workers, 39 per cent for gender-specific needs, and 39 per cent for lower-income employees. A quarter of employers plan to scale back less valued benefits to make room for new and more inclusive offerings while 37 per cent are also exploring ways to support health and work-life balance as part of a broader focus on wellbeing.
But according to Aon, scaling personalisation remains difficult, with only 25 per cent saying their governance helps them meet strategic goals, and just one in six use artificial intelligence in benefit design. Meanwhile, AI use is expected to grow by 2027, but outdated systems and a lack of central oversight are slowing progress.
Aon head of global benefits Michael Pedel says: “Employees increasingly expect a consumer-grade experience when it comes to their benefits – one that offers meaningful choice, creates innovative solutions and aligns with their individual needs. Companies are moving in that direction and communicating their progress, but must also manage the realities of cost and complexity. The opportunity lies in designing programs that deliver both value and efficiency at scale.
“This year’s study confirms what many global benefits leaders already feel, expectations are rising, but the tools and governance structures to meet them haven’t kept pace. To deliver real value, organisations must think beyond cost containment. That means embracing personalisation, investing in inclusive benefits, leveraging data and analytics, and using technology and governance as strategic enablers. The companies that do this well aren’t just managing benefits, they’re shaping the future of work.”