Dublin (Aug. 1, 2025) \u2013 Aon plc, a leading global professional services firm, is pleased to announce the release of its 2025 Global Benefits Trends Study<\/strong>, which finds that multinational companies are under mounting pressure to offer personalized, inclusive benefits \u2013 yet most lack the governance, tools or frameworks to deliver at scale. The study, based on responses from more than 500 global benefits professionals across 45 countries and 16 industries, reveals that only 14 percent of multinationals have global guidelines in place to support personalization, while 65 percent of employees at multinationals would trade current benefits for more choice.<\/p>\n According to the study, cost management is the top priority for 70 percent of multinationals, with medical inflation cited as the key cost driver. But delivering employee value has surged to the forefront of the strategic agenda, now ranking among the top three objectives for benefits leaders. This disconnect underscores a new challenge for global benefits leaders: meeting rising employee expectations for flexibility while managing escalating costs. Seventy seven percent of survey respondents plan to negotiate their costs with existing benefits vendors and 67 percent plan to issue an RFP for benefits vendors.<\/p>\n \u201cEmployees increasingly expect a consumer-grade experience when it comes to their benefits \u2013 one that offers meaningful choice, creates innovative solutions and aligns with their individual needs,\u201d said Michael Pedel, head of global benefits at Aon. \u201cCompanies 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.\u201d<\/p>\n Personalization increasingly incorporates inclusive benefits that address the diverse needs of today\u2019s workforce. Aon\u2019s study found that nearly two-thirds of leading companies (a select group of respondents with mature governance structures, integrated data strategies and executive-level alignment) plan to expand offerings focused on families (54 percent), aging (39 percent), gender (39 percent) and employees at lower income levels (39 percent). To balance these investments, 25 percent of survey recipients said they would reduce levels for benefits that are less valued by employees. These efforts reflect a broader shift: as employees seek consumer-grade experiences, they also expect benefits that align with their individual circumstances and values.<\/p>\n Personalized and inclusive benefits are also increasingly tied to wellbeing strategies, with 37 percent of companies actively considering initiatives that integrate health and work-life balance.<\/p>\n While demand for personalized benefits is accelerating, most organizations face structural and operational challenges in scaling these offerings. While nearly half of companies have indicated that they already have a global benefits strategy, only 25 percent of global benefits leaders say their governance structure enables them to meet their objectives. By comparison, leading companies are three times more likely to have formal governance committees and twice as likely to centralize data and decision-making resulting in stronger alignment, cost savings and more stable benefits delivery. These top companies are also 67 percent more likely to have Global Benefits Centers of Excellence and three times more likely to have had their global benefits strategy and governance reviewed and endorsed by senior management, resulting in greater buy-in.<\/p>\n Technology, including artificial intelligence, presents a significant opportunity to deliver employee value while creating cost efficiencies. Leading companies are more than twice as likely to use tech to enable personalized experiences. However, only one in six benefits teams currently use AI to support benefits design or delivery. That figure is expected to nearly triple by 2027, but adoption is still limited by legacy systems, governance challenges and organizational readiness.<\/p>\n \u201cThis year\u2019s study confirms what many global benefits leaders already feel, expectations are rising, but the tools and governance structures to meet them haven\u2019t kept pace,\u201d said Pedel. \u201cTo deliver real value, organizations must think beyond cost containment. That means embracing personalization, investing in inclusive benefits, leveraging data and analytics, and using technology and governance as strategic enablers. The companies that do this well aren\u2019t just managing benefits, they\u2019re shaping the future of work.\u201d<\/p>\n The 2025 Global Benefits Trends Study<\/strong><\/a> surveyed 518 global benefits professionals across 45 countries and 16 industries between January 27 and February 28, 2025.<\/p>\n Aon plc (NYSE: AON)<\/em> exists to shape decisions for the better \u2014 to protect and enrich the lives of people around the world. Through actionable analytic insight, globally integrated Risk Capital and Human Capital expertise, and locally relevant solutions, our colleagues provide clients in over 120 countries with the clarity and confidence to make better risk and people decisions that protect and grow their businesses. For more information, visit www.aon.com<\/a>.<\/p>\n SOURCE: Aon plc<\/i><\/p>\n Tags: Aon<\/a>, benefits<\/a>, personalized marketing<\/a> <\/p>\n","protected":false},"excerpt":{"rendered":" Global survey of benefits professionals found only 14 percent of multinationals have global guidelines in place to support personalization Dublin (Aug. 1, 2025) \u2013 Aon plc, a leading global professional services firm, is pleased...<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[],"tags":[1],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/posts\/23981"}],"collection":[{"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/comments?post=23981"}],"version-history":[{"count":0,"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/posts\/23981\/revisions"}],"wp:attachment":[{"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/media?parent=23981"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/categories?post=23981"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.lifeinsurance-orleans.ca\/index.php\/wp-json\/wp\/v2\/tags?post=23981"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Personalization and Inclusion: Expanding the Definition of Employee Value<\/b><\/h4>\n
Overcoming Barriers to Personalization<\/b><\/h4>\n
About the Study<\/b><\/h4>\n
About Aon<\/b><\/h4>\n