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Cost of living: How can businesses and HR support their employees?


August 2022


Rising costs are leading to wage pressure for businesses at the moment. The challenge is that with the way that inflation is accelerating, it’s just not sustainable to continually increasing wages, so an employer needs to think about the other things that they can do to help support their employees, that they wouldn't normally be able to have access to, or which would cost quite a lot.


There is also the piece around education that is very valuable, helping people understand what they can do to deal with the challenges is very important. We’ve already seen from the pandemic, a massive rise of anxiety and depression. And the cost of living pressures are just exacerbating those problems so employers need to think about access to solid mental health support.


Craig Haines, UK Sales Operations Leader (SME), and Michael Probert, Senior Workplace Education Consultant at Mercer Marsh Benefits, join our host to discuss a hot topic at the moment, the cost of living crisis. In this podcast, we share our insights on the best things that businesses and HR can do to support their employees right now, with a particular focus on some of the elements that perhaps aren't on the radar at the moment, but maybe should be.

  • Cost of living: How can businesses and HR support their employees? - Podcast transcript

    Podcast host:

    Tiree Houghton: Client Strategy Director, Mercer Marsh Benefits


    Guest speakers:

    Craig Haines: Sales Operations Leader (SME), Mercer Marsh Benefits

    Michael Probert: Senior Workplace Education Consultant, Mercer Marsh Benefits


    Tiree Houghton: Welcome to Mercer's Energising the Employee Experience podcast, with me your host, Tiree Houghton. Each week I'll be joined by guests who will share their experiences and insights to help you create a people first workplace to attract and retain the best talent.


    So, on today's episode we're going to be discussing such a hot topic at the moment, the cost-of-living crisis. We'll be focusing on some of the elements that perhaps aren't on HR’s radar at the moment, but maybe should be. And for today's podcast I'm delighted to be joined by my colleagues, Craig Haines and Michael Probert. Could you give a quick introduction into you and your roles at Mercer? Craig, let's start with you.


    Craig Haines: Hi, my name is Craig Haines, and I work for MMB Commercial. I work part of the business in Mercer that specialises in supporting small to medium-sized enterprises, particularly around such issues that they’re facing at the moment like the cost-of-living crisis.


    Tiree Houghton: Thank you.


    Michael Probert: Hi there, Mike Probert. So, I work in the Workplace Education team. So, I'm out talking to clients about financial well-being. And that, of course, is very relevant for this. So, covering their day-to-day finances, and also planning for the future. So, I have been doing that for the past 15 odd years in one form or another. But yeah, certainly seeing it rising up the agenda and becoming more relevant for everyone really.


    Tiree Houghton: Great. Thank you for joining today. So, to kick us off, the cost-of-living crisis is something that everyone's talking about, from the fuel prices rising, electricity bills rising, quite simply people's pay just isn't going as far now. And employers are starting to look towards their HR and their employees for support. So, the big question, and I guess the ultimate question that every business is asking is, what are the best things that HR and businesses can do to support their employees right now?


    Craig Haines: I mean, I'll kick off on this one. Mike's got good knowledge of that through the financial education work that he does. But for me, there's a big issue at the moment and that is rising costs leading to wage pressure. And wage pressure is really difficult for businesses at the moment, the costs are rising everywhere for businesses, not just on potential pressure to kind of recruit people. And the challenge is that with the way that inflation is accelerating at the moment, it's just unsustainable, just continually increasing wages, so I think an employer probably needs to think about the other things that they can deliver for their staff, what can they do, that they can -- that will help them to support their employees, maybe getting access to things that they wouldn't normally be able to get access to, or which would cost quite a lot? I work in a benefits business. So, one of the things that are concerns at the moment for employees are things like the rising cost of dental coverage, and you find it very difficult to get an NHS dentist, there's a report that came out just the other week, which talked about the inability to access it. And that's leading to more people needing private cover and private cover costs a lot of money. So, you can't afford that. One of the things that an employer could consider is maybe putting in place benefits that have got a low relative value. Dental insurances are relatively cheap insurance to buy, but have a high perceived value for employees. And that's quite key, it can cost quite a lot for an employee to pay for things like dental treatment, or physiotherapy or things like that. But through introducing some plans, which are low spend plans, which have got high perceived value, you can kind of give the employees more disposable income through taking care of those things without necessarily increasing substantially the wage bill.


    The other thing to think about is, what can you do to support employees with things that they're having increased costs for? Everyone talks about petrol prices and prices at the pump. Well, actually, as an employer, one of the things you can consider is rather than continuing that push for everybody to work in the office, maybe consider should I let people work from home more? That helps them with the kind of travel costs that they're going to have, it also helps them with the food costs that they have within the office, might actually help them to a certain extent with the childcare costs that they have. The important thing is when you make choices like that is to think about how you can maintain the culture and the engagement with work. And that's something that we can help people with.


    Michael Probert: I think, yeah, well, I think it won't be much of a surprise for me to say this, but education is something that I think is very valuable, particularly at the moment, so, you know, helping people understand what they can do to kind of deal with the challenges is very important. And so, I think absolutely making people aware of any kind of support that's available and you know, we've already seen from the pandemic, a massive rise in kind of anxiety, depression and the prevalence of that off the back of the pandemic. And these pressures are just kind of exacerbating those problems. So just making sure that there is access to solid mental health support and kind of highlighting those for people, so that again, they know where they can go to get kind of support and I think those two things are probably things that are very important for employers to be thinking about.


    Tiree Houghton: Yeah, I think thinking about broader well-being is so important and not looking at it in silos. And, okay, this is cost of living is just a financial thing and thinking about the bigger picture.


    Craig, you talked about the wage pressure. And I think when you think about employees, I understand the value of doing everything that you said, but do you think there's a big communication piece that's also needed to help employees understand why businesses aren't going down a wage increase, but offering these and how that can help them because I think the perception for employees who perhaps don't understand everything, is I just want more money in my pocket, and they don't see why money is being spent on other things?


    Craig Haines: Absolutely, I mean, I think fundamentally, inflation isn't going away at the moment, and it isn’t even slowing down. And that's a real challenge. That means that everyone in real terms is getting less value for what they're spending. And I think one of the conversations that employers need to have with employees is, is about not necessarily just about increasing salaries, it's about making money go further. So, we need to think about things like -- as an employer you get, to a certain extent, a kind of a collective buying power. That means that you can access things more cheaply than your employees can. And I talked about dental insurance and cash, but another thing that you can do is there are platforms available within the market that will allow things like discounted shopping vouchers, and you pay for 100 pounds of vouchers or 95 pounds of vouchers and say get 100 pounds worth of shopping out of that. These things are really, really important, because if you do that, and scale that up, and then you add into that the things like having highly perceived kind of value insurances and financial education and, you know, help with employees in kind of managing their finances more effectively. And then all these things are delivered, then they have a compound effect that is greater than the salary increase you can afford. You know, if you could only afford a 3% salary increase in a 10% inflationary environment, you're not really taking much of a chunk out of that reduction in value. But if you can plough that 3% into helping employees get better value out of what they do, offering them things that you can deliver that will cost them more money, getting them discounts on things that they couldn't access with discounts, like those shopping vouchers, getting them access to tools to help them to plan their finances a little bit better. All of these things have a compound effect. And I think it's very important that when you're looking at this, and you're looking at high inflationary environments, and really consider how you can drive the best value for your employees, how you can genuinely help them with the underlying cause of the problem, which is that their money is buying them less.


    Tiree Houghton: Obviously, we've talked about sort of the focus on how you support your employees. And with the great resignation impacting every single business that I speak to, now more than ever, I think those employers are needing to show that they understand and that they're supporting their workforce. So that is definitely a job that HR have to do. However, it's not just the employees and people that are being impacted at the moment, businesses are also feeling this. So, from an HR perspective, do you think HR need to have more of a business hat on at the moment than a people hat?


    Craig Haines: I think they need to have both hats on to be honest, if you have a people hat on, then you can improve your attraction, retention and engagement and that's key. Training a new employee, employing a new employee is incredibly costly compared to retaining an existing one. And that's really important for a business. Having a people hat on will help you reduce your absence levels; will help you improve engagement and that will ultimately affect productivity and your bottom line. But there are things that affect your business. And I suppose it's not just HR advisors that really feel this, it's across the board. And we need to kind of consider both the impacts of that on the business in terms of increasing costs, and also the business in terms of increasing risk. And what I mean by that is that I've read a report the other day, and it had some quotes in it, and one of the things that kind of leapt out at me is that the cost of bricks in the country has risen 31% this year, cost of bricks 31% up. That's a ridiculous statistic to quote at people, but when you think of that in that context and think of it in the context of all of your assets as a business, your cars, the fuel you buy, the stock that you hold, the buildings that you have your businesses in, and then you think about what the risks of those increasing values of assets represent to you, if there was a catastrophic failure, you know, let's say the building caught fire, for example, how many people have really thought about how they should -- their business insurance, so their business continuity insurance or their fleet insurance and actually have they looked and assessed that to see if it actually fits in with what this inflationary environments doing to the value of their assets? You know, those are things that people haven’t considered.


    And then on the other side of that, you've got things like, as a business you've probably gone through substantial change over the last few years, as we all have, as one thing seems to lead into another for our businesses, which seems to be the only constant in our world at the moment is change, and new challenges. And that's led to huge changes in the way that people work, in what people value and how people engage with the world. And yet, we've not really reviewed what we offer our employees and what we deliver for our business, for our employees, in line with that, it’s not kept pace with it. You know, we've looked at working from home and most people, when people started working from home, put kind of mechanisms in place to try and help people to work from home, laptops, and things like that. And we haven't really thought about the underlying issues. And one of the challenges that we have at the moment is how do businesses make sure they're getting value out of everything they do? If you read any one of the kinds of top 10 tips that you get on money facts, or money wise, or any of these websites about managing your finances, and there are lots of them at the moment, they will always say review what you do. Is everything that you've got, that you're paying for at the moment, that you're doing as a policy, is everything that you've got focused on driving additional value for you, what return on it do you get? And I think it's really important that you look at all of your insurances and your policies and things like that and say, actually, are they fit for purpose at the moment? Are they driving the culture in my business that they should do? Are they delivering the value for money that I think they should do, and really have kind of a drains up review of that?


    And what you will find through doing that is often you can find cost savings in areas that you're spending on that you might not need to spend so much on at the moment. And you can mitigate risks, things that you hadn't thought were risks, but might actually causing you to lose employees, or actually things that you haven't thought were risk and you think actually, if that happened now, this will be so much more of a bigger impact to my business than three years ago, the last time I looked at it. So that would be my advice on that really.


    Tiree Houghton: I think that makes sense. I think when you talk about the risk, and you think about the people risk, one of the biggest risks that businesses have, for HR looking at their people, they're helping to try and reduce that people risk. And that is that business hat on. And it's a dual hat, because you benefit your people at the same time, but you’re taking away that risk from the business. Anything to add Mike?


    Michael Probert: Yeah, so I guess I just echo kind of what Craig was saying about that focus on return on investment and making sure that it's kind of the smart spend, and making sure that, you know, the money that's being put towards this stuff is being used in the most effective way. And it's not always just kind of trying to throw salary at the problem and hoping that's going to solve it. Because, like we said, it isn't going to be, necessarily.


    I guess, you know, in terms of the cost-of-living crisis, particularly and looking at the impact that that has, it's worth recognising that it doesn't affect everyone in the same way. And so, kind of a one size fits all approach to this isn't necessarily going to be the best way to go at it. You know, we've seen, it kind of is that exacerbating sort of existing patterns in terms of different impacts on people. And so, kind of a focus on diversity, equity and inclusion and kind of looking at that, some of those metrics and making sure that that's still high on the agenda. Thinking about, you know, Craig mentioned that kind of flexibility and working from home. So, thinking about people like carers, for example, who are again, particularly under pressure at the moment, because we're seeing care services stretched, we're seeing the cost of, you know, nurseries and childcare going up. So, people who have caring responsibilities again, are going to maybe struggle to be earning extra, because they haven't got the time to do that, to try and bounce into a bit more flexibility there could be valuable. So, I guess it's trying to recognise some of those issues and trying to be -- not just take a one size fits all approach, but trying to really look at how they can help people in a sensible and smart way.


    Tiree Houghton: And thinking about that broader scope. What have you seen that's been working really well, and clients that you might have gone in and spoken to in terms of the breadth of education they're offering? And how does a client make the decisions on what they should be educating their workforce on? And what the breakdown of the demographic is? Or how can we help with that?


    Michael Probert: Yeah, so I guess there it's trying to get a good sense of, you know, the pressure points that people are feeling and really getting a good understanding of what people actually need and where they need help. And certainly, having a kind of open dialogue there is you know, is very useful for that and, you know, often this is a kind of a journey that will be going on with clients in the kind of financial well-being space. So, you know, starting with introducing kind of frameworks and a matrix that people can start to use to engage with this. You know, financial well-being can be a topic that seems is a bit theoretical and lofty and actually, you know, what we’re talking about when we start to quantify some of the things here that people can then start to actively engage with. So, we're often on that journey of building out a framework. And so that, as part of it, would be looking to get feedback. And you know, it can be through live sessions, polling, through surveys, getting a sense of this is the kind of the key areas, attention for positive financial well-being, but where actually do you feel the most confident, the least confident? You know, we have a good sense of where people typically are least confident, you know, typically it would be being prepared for unexpected events, that's things that people tend to not like to think about much and so often ignore and therefore leave themselves vulnerable.


    But of course, now what we've seen is that kind of control over the day-to-day where, you know, probably five years ago, everyone was pretty confident with that and we didn't see much kind of anxiety there. All of a sudden, that has shot up the list and now, lots of people are worried about that.


    So yeah, it's not assuming too much about where we're going to direct the support, but introducing that, getting a sense of whether those broad things apply to individual businesses, and then looking at tailoring the support. So, building out sessions on things like budgeting, debt, money management basics, and that control over the day-to-day stuff, thinking about the resilience piece. So, making sure that people's protection benefits are well understood. You know, they're not the most glamorous of things necessarily, and often they'll be ignored or not paid that much attention to, but they're very important things. And again, you know, when you think about that sort of psychology and thinking about anxiety and trying to eradicate that, a good understanding of the resilience that's in place from some of those benefits is very important. So that control, resilience, those are kind of financial foundations that we talk to people about, and then kind of moving into planning for the future and thinking about how we can start to help people look towards the future with greater confidence, again is a big thing. You know, a lot of people are very unconfident or lack confidence when it comes to planning for the future and understanding the weird and wonderful world of investment products and asset classes, and what they should be doing to try and get themselves heading in a positive direction. So, starting to build that literacy so that people can be a bit more confident and feel like they're driving their direction of travel and a bit more in control of the future.


    You know, we do sort of savings and investment sessions, retirement sessions, of course. I started off as a pension professional so that still holds a soft spot for me and talking to people about retirement planning. And so yeah, I guess it's kind of all of that suite of, I guess, topics and areas, and looking to build confidence across all of that. So that we're giving everyone, wherever the starting point on that kind of journey, we're giving everyone something that can kind of push them forwards and move the needle forwards a bit for them.


    Tiree Houghton: Brilliant. Thank you. And are you seeing employees being more open to talking about their financial elements in a workplace now? So, I think there has been a massive shift in that.


    Michael Probert: Yeah, yeah, absolutely. So, you know, I think that's absolutely right. I guess in terms of, again, coming back to that holistic wellbeing picture and talking about other areas; physical, mental, social, financial, probably the areas that we'd look at the most. Financials’ been a bit perhaps behind some of those others in terms of being an open topic that everyone's happy talking about. Money is often treated as a taboo topic, and people don't necessarily like talking about it openly. We've seen that previously being the case for mental health, but we've seen dramatic changes on that in recent years. And I think financial health is kind of following on that journey, and it's following in that direction. So yeah, absolutely, people are more open and more comfortable talking about it now. And of course, some of this stuff is, I guess, giving people a lot of reason to talk about it, you know, some of this stuff.


    Tiree Houghton: Yeah, I think at the moment where this is impacting everyone, suddenly, there's that openness that you know whoever you're going to talk to is also experiencing their bills going up and suddenly them having to readjust and re-budget. So, you're not just speaking about it because you might have a debt problem. It's much broader than that.


    Michael Probert: Yeah, well absolutely. And again, I guess it comes back to that kind of reactive versus sort of proactive approach. And again, you know, if you think about where we were with physical health back 15-20 years ago, and it was probably just the reactive ‘well, if we've got a physical health issue we'll try and react to that, but we're not on the front foot with it’. Of course, we're now very proactive in that sense and we're getting there on the mental health side of things as well. It's not just the ‘have we got an acute issue? Let's try and fix it’, it’s kind of ‘how do we maintain positive health?’ And again, you know, that's what we're trying to drive on the financial side of things so it's not just that we feel an acute financial stress, which of course is going to be bad news and we want to fix that. But also, once we've done that, or if we don't have that, what else can we do to just be proactive and improve that financial health, so that it's going to be positive in a lasting way, and not something that we're going to have to be kind of backpedaling once we hit, kind of certain issues. And yeah, like you said, everyone; you know; everyone gets it, everyone's affected by this. So, where a few years ago, we're talking about inflation, and it's a sort of hypothetical issue that we're talking about and the need to try and protect yourself against it. It's not hypothetical at the moment, you know, it's something that people are all feeling. No one's kind of immune from it. So, everyone's feeling it in one way or another. So yeah, absolutely. It's helped to just bring it to the fore and open up those conversations. So yeah, we see that as a positive, despite the impacts of course not necessarily being so.


    Tiree Houghton: I think that kind of leads nicely onto my next question, which is, I can't help but feel a lot of businesses, certainly that I speak to, are being quite reactive at the moment, to everything. And it's kind of that suddenly jumping on it; I think everything was thrown at okay, pandemic, how do we help there? And actually, bar some people that may have lost their jobs, a lot of people actually during the pandemic, they weren't spending as much, so financially they're in a better position, and then that probably fell to the back end of, you know, HR’s priorities. And suddenly it's come up, and I think there's - yeah, it's a really reactive environment for a lot of my clients. But as you say, it's not going to change anytime soon. It's something that could come up in the future. So, what can businesses do to prepare themselves for the future; but also, as you say, it's about - you touched on the planning for the future, and some of the sessions that help with that. But how can we keep evolving this to make sure that what we're offering is fresh and modern, as time goes on?


    Craig Haines: I think for me the first thing to say is, pause for breath. We have been reacting; as businesses; over the last few years, in terms of what we're doing. And we need to kind of - it's important to take a step back and just audit what you've got, what your policies are, what your approach is; it's good to kind of talk to your people as well. There are lots of surveys that you can do through places like SurveyMonkey, and they don't really have any cost to them, to find out what's important to your employees today; what they value; what benefits they value; what they'd like for you to deliver as a business; I think that's quite important. And then I think, secondly to that is actually looking at what you want your business to look like in the future. Is your culture the culture that you want in the future? Do you need to change the way that your business has worked? Do you need to change the culture of your business and what your business offers? And if you need to do that, then start thinking about how you can align the benefits you've got, to create the right culture. You know, if it is about ‘actually we need to think more about mental wellness and financial wellness,’ and things like that, how can you support that? Are there things that you can do around engaging people with the EAP for example? Are there wellness apps that you can introduce? Should you think about getting fruit delivered, you know, if that's what you want to do as a business, are there challenges you can do around fitness and steps and things like that? All of these things are things that you can introduce that are kind of soft benefits, but will actually help you to influence your culture. And I think in terms of what you provide for your people, I think it's really important to try and give them access to tools that helps them to navigate the current environment, and to try and make those tools as flexible as possible so that they can change alongside future challenges. I'm a great believer in digital platforms, and how those can be used, because of their nature, because they're not static, they're things that you can easily adapt to add in new benefits or engage people in different ways. And actually, the things that you can interact with people on, who are now in multiple geographies. So if you have got a business that has now got a percentage of people working at home, or even if you've outsourced some of your business to another geography, that helps to kind of facilitate communication and engagement, and you can put things on it now that helps people; I mentioned the kind of discounted shopping vouchers, you can put access to your EAPs on there, you can even look at some of the financial wellness information that we provide within our business to kind of look at helping people to kind of navigate, you know, managing budgets and things like that.


    Tiree Houghton: Anything to add on to that, Mike?


    Michael Probert: Yeah, I guess I'd kind of echo what Craig said there. So, yeah, I guess, it's just about making sure that the tools are there. So, making sure that there is a kind of good benefits offering in place that's covering some of these, you know, these key areas and giving people tools that they can use, and then making sure that people understand how to use them and understand the value of what's there for them to use. Again, you know, Craig touched on the kind of role of technology, and that being able to do a lot of the kind of legwork for people now, which is great, and it makes a lot of this stuff a lot more accessible and a lot, I guess less laborious than perhaps it would have been in the past. Particularly if we’re thinking about some of this kind of, you know, money management and kind of finance stuff that is pretty dry, you know, most people aren't kind of finance enthusiasts by nature, it's very much something that they're forced to do. And so, where in the past it might have been, you know, excel documents where we're kind of logging assets and trying to work out what's going on with spending patterns and all the rest of it, these days there's lots of tools that will give you that powerful insight. And so, you can start to get some of this stuff actually quite easily and get that kind of understanding, but then it's just working out how to use that in a way that's effective. So yeah, again making sure that you know the benefits there are well understood, that people understand what they've got. And so yeah, I think it's having the tools in place and then you're making sure that people kind of have a good understanding of what's on offer. And then just keeping that, kind of keeping on the front foot with looking for kind of new avenues of support, and kind of making sure that there aren't black spots there, or areas that aren't addressed. Again, if we think back to that kind of framework about financial wellbeing and thinking about control over the day-to-day resilience, and those kinds of freedoms to make choices, planning for the future. Are there tools that address all of those areas? You know, do we have things like, you know, workplace savings options? Is there easy access to things like ISA’s; Individual Savings Accounts; so that people do have an easy way to access some of the things that can be intimidating to kind of go out and find on your own? And you know, people don't necessarily like researching and finding their own investments. Do we have an easy way of kind of getting people to engage with that? Again, the kind of less friction with this stuff, the better, and the kind of easier it is for people to kind of start forming positive habits with this stuff, the better. So yeah, it's that I guess. It's getting the tools in place and then trying to reduce friction and making sure people know how to use them so they can kind of get themselves in good shape with minimal effort, I guess.


    Tiree Houghton: Yeah, I think always the easier - the easier the better for employees. And I guess from an education perspective, it's that importance of understanding that it needs to be frequent, and it needs to be repetitive. Because at the time you might run a session it's not, it doesn't mean anything to anyone, it doesn't hit the mark. But six months down the line it might suddenly be the most important thing for them. So, education – it's not something we'll do this year and then we've ticked the box for a while, it's got to be constantly evolving, because the message will constantly evolve.


    Michael Probert: Yeah, well, that's absolutely it. You know, if you look at what we've talked to people about over the past few years, you know, there's been varied challenges that they've, you know, they've differed; but absolutely, it's not kind of what we said three years ago, that was it, and you're kind of, you know, you're set for life now. Whilst we'll try and have some principles that will carry across and we'll kind of arm people with, like I said, a framework that they can use, you know, forever pretty much, to get to grips with some of the fundamentals. In terms of then the specifics, and making sure that people can act off the back of it, which is, you know, the crucial thing that we're trying to drive is action, you know, we don't just want to be interesting, and people to listen to us and say ‘Oh, that was interesting’ and then go away and not do anything, because that doesn't make a difference. So, you know, it's about what those actions look like. And, yeah, there will be specific challenges that change over time off the back of that. So, whether it's inflation and what that means for not only day-to-day spending, but investment options that are available. So, considering that, whether it was the pandemic and what that meant for people in terms of some of those investment options, or retirement planning or, you know, whatever it may be, yeah, again the challenge is, you know, changing, ever-evolving. And so yeah, it's always a journey; so checking back in and just making sure that people are staying, heading in the right direction, is very important with this type of stuff.


    Tiree Houghton: Brilliant. Well thank you both so much for joining me today. And hopefully, we've given a few key takeaways that sort of HR and businesses can start to think about how they can support and plan for the future. So, thank you.


    Michael Probert: Pleasure, thanks very much.


    Craig Haines: Thanks.


    Tiree Houghton: We hope you enjoyed today's podcast and thank you for listening. Please subscribe to keep up to date with our latest episodes and if you have any questions, please do not hesitate to contact us at


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Guests this episode

Craig Haines

UK Sales Operations Leader (SME)

Mercer Marsh Benefits

Michael Probert

Senior Workplace Education Consultant

Mercer Marsh Benefits


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