By Lina Irawan 
The traditional landscape of workplace benefits, often designed for predictable life stages and routine well-being, is proving woefully inadequate in the face of life’s most profound disruptions. For decades, the implicit social contract between employer and employee focused on providing stable income, basic health coverage, and retirement planning. However, the complexities of modern life, marked by unforeseen tragedies and an ever-increasing mental load, have fundamentally shifted employee expectations. It’s no longer enough for companies to offer a menu of perks; employees now seek genuine, empathetic support that acknowledges their full humanity, especially when life unravels.
This critical gap is starkly illuminated by research from Empathy’s 2026 Workplace Benefits Report, shared exclusively with Fortune. The comprehensive study, which surveyed over 5,500 employees and benefits decision-makers across the U.S., Canada, and the U.K., underscores a "clear gap" between what workers desperately need during major life disruptions and what employers are actually providing. A staggering 95% of employees affirm the immense value of bereavement-related benefits, yet a concerning minority of employers plan to expand such vital support this year.
Ron Gura, cofounder and CEO of Empathy, a workplace benefits tech company, articulated this urgent reality to Fortune, stating, "Our new research shows workplace benefits are falling short during life’s most disruptive moments. It spotlights a critical shift: Benefits success is now defined by support during major life events, with bereavement support as the clearest, most urgent opportunity." Gura’s observation highlights a paradigm shift where the efficacy of a benefits package is no longer measured by its breadth of offerings, but by its depth of support during times of crisis. These are the moments when an employee’s psychological safety and sense of belonging are most vulnerable, and when the true character of an employer is revealed.
The traditional model, as Gura noted, operated under the assumption that "work and life were not interconnected." Employers historically offered a standard suite of health insurance, retirement plans, and generic well-being benefits, largely addressing what were perceived as "predictable needs." This approach, while foundational, fails to account for the unpredictable, often devastating, events that can dramatically impact an employee’s ability to function, both personally and professionally. The modern workforce, increasingly diverse and facing a myriad of personal challenges, demands a more nuanced and empathetic approach.
Employees are no longer content with superficial perks. They are calling for benefits that delve into the "nitty gritty" of their daily existence and profound life experiences. The Empathy study reveals a strong preference for support encompassing family well-being, financial stability, and emotional health – areas that directly alleviate the burdens of modern life rather than merely supplementing them. This trend is not merely anecdotal; it represents a systemic shift in how employees perceive the employer-employee relationship, moving towards one of genuine partnership and comprehensive care.
A compelling recent example of this evolving expectation comes from Christina Le, the head of marketing at the social media content creation platform Slate. Le, a vocal advocate for mental health, burnout prevention, and work-life balance, had shared a suggestion on LinkedIn that resonated widely: offering home-cleaning services as a workplace benefit. Her post wasn’t just a casual thought; it was a strategic insight into alleviating the "invisible labor" that disproportionately affects many employees, particularly working parents and caregivers.
"If companies are refreshing benefits this year, here’s a free idea: Add a cleaning service stipend," she wrote, tapping into a deeply felt need for practical, everyday support. Remarkably, the very next day, Slate’s human resources department heeded her call. The company swiftly implemented a new policy, now offering employees a $200 home cleaning benefit once per month. Employees can access these funds via a Ramp card or request reimbursement, demonstrating a swift, responsive, and impactful change.
Le eloquently explained the profound difference such a benefit makes: "Many wellness benefits are framed as adding more to your schedule—go to the gym, book a class, make time for therapy. Those things matter, but they don’t remove the everyday mental load people are carrying. Your house is still messy. Dinner still needs to happen. Childcare logistics don’t disappear." Her insight highlights the critical distinction between benefits that add to an employee’s already packed schedule and those that genuinely remove burdens. "When you take something off people’s plates, you give them real breathing room," Le added, encapsulating the essence of truly supportive benefits. This type of benefit, by addressing practical, often overlooked stressors, frees up mental and emotional energy, allowing employees to be more present and productive, and ultimately, healthier.
This responsiveness from Slate exemplifies a "new employee-employer compact" on benefits, where expectations for life-event support are rapidly rising. Nearly half of all employees now explicitly expect formal employer support during major disruptions. The need for such support is not diminishing; Empathy’s research indicates a staggering 50% increase in employees globally who have experienced a major life disruption in the past two years. This trend is further corroborated by MetLife data, which reveals that a significant one in four employees each year grapples with an immediate loss, underscoring the pervasive nature of grief and personal upheaval in the workforce. These statistics paint a picture of a "permacrisis" environment where employees are navigating constant challenges, making robust, empathetic benefits not just a perk, but a necessity.
The concept of bereavement benefits, in particular, requires a significant re-evaluation. Gura suggests that merely offering a few days off is woefully insufficient. True bereavement care, he argues, must be comprehensive, encompassing "adequate time off, access to emotional and logistical support, supportive managers, and policies that recognize diverse family structures." "Adequate time off" means more than the standard three to five days; it often requires flexibility, phased returns, and an understanding that grief is not a linear process. Emotional support should include readily accessible Employee Assistance Programs (EAPs), grief counseling, and potentially peer support networks. Logistical support can be invaluable, assisting with complex tasks like estate settlement, financial planning, or legal advice during a time when an individual may be too overwhelmed to manage these critical responsibilities.
Crucially, supportive managers are the linchpin of effective bereavement care. Managers need training to approach grieving employees with empathy, understanding, and the ability to connect them with available resources without adding to their burden. This requires a shift from a purely performance-driven mindset to one that prioritizes human well-being. Furthermore, policies must be inclusive, extending beyond traditional definitions of family to recognize "chosen family," non-traditional relationships, and diverse cultural practices around mourning. This inclusivity reflects a broader societal evolution and ensures that benefits truly serve all employees, fostering a sense of belonging and equity.
While approximately 80% of employers anticipate increasing their benefits budgets this year, the Empathy study cautions that incremental investment alone will not resolve the underlying dissatisfaction. The problem isn’t always a lack of funding, but often a misallocation of resources or a failure to address the most pressing employee needs. Benefits, Gura stresses, "should not be thought about as a splurge or a perk. It is an important tool for improving employee well-being and supporting employees at work." This reframing highlights the strategic business imperative behind robust benefits: by genuinely boosting support where employees need it most, companies can significantly improve employee engagement, enhance retention rates, and ultimately, drive overall organizational performance. Employees who feel supported during their most difficult times are more loyal, more productive upon their return, and more likely to advocate for their employer.
However, even the most thoughtfully designed benefits are ineffective if employees cannot understand or access them. The Empathy study reveals a significant hurdle: about one-fourth of employees report difficulty understanding benefits, accessing information, and navigating their complexity. This critical breakdown in communication and accessibility means that "benefits often fail at the moment of need"—precisely when employees are most vulnerable and least equipped to navigate bureaucratic hurdles. The urgency of a life crisis leaves little room for deciphering jargon or sifting through convoluted policies. Employers must prioritize clear, concise, and easily accessible information, perhaps through intuitive digital platforms, personalized guidance, or dedicated support personnel.
In conclusion, the landscape of workplace benefits is undergoing a profound transformation. The traditional "menu" of perks is giving way to a demand for a dynamic "expression of care" that evolves with employees’ lives. The data is unequivocal: employees expect their employers to "show up" during life’s most challenging moments, offering empathetic, practical, and comprehensive support. By heeding this call, investing strategically in areas like holistic bereavement care and practical daily-life support, and ensuring these benefits are clearly communicated and easily accessible, employers can not only meet but exceed employee expectations, fostering a resilient, engaged, and loyal workforce prepared to face any challenge. The opportunity to build a more human-centric workplace is not just an ethical imperative; it is a strategic one, promising tangible returns in an increasingly complex world.