Gi Group Launches Employee Assistance Programme for Temporary Workers

Why It Matters

Extending EAPs to temporary staff closes a growing wellbeing gap, boosting productivity and reducing absenteeism for firms that rely heavily on contingent labour. It also signals a shift toward more inclusive employee support amid rising cost‑of‑living pressures.

Key Takeaways

• Gi Group adds EAP for 8,000 UK temporary workers
• Mental‑health demand up to 57% by 2025, EAP coverage down
• Program includes financial advice, helplines, discount shopping platform
• Proactive support can double no‑sick‑leave rates, octuple productivity
• Gi Group urges other firms to adopt cost‑effective EAP models

Pulse Analysis

May’s Mental Health Awareness Month has shone a spotlight on a paradox in UK workplaces: while the share of employees seeking counseling is projected to climb from 45 % in 2021 to 57 % in 2025, the proportion of firms offering Employee Assistance Programmes (EAPs) has slipped from 25 % to 22 % over the same period. Economic uncertainty and cost‑of‑living pressures have prompted many employers to trim wellbeing budgets, leaving a growing segment of the workforce—especially contingent staff—without formal support. Gi Group’s decision to extend an EAP to its temporary workforce therefore stands out as a contrarian but timely investment.

The new Gi Group EAP is built around low‑cost, high‑impact resources. Temporary workers receive printed booklets covering mental‑health coping strategies and financial‑management tips, direct access to government‑approved helplines, and a dedicated shopping‑discount platform designed to stretch dwindling wages. Research cited by the firm shows that employees who receive proactive wellbeing assistance are more than twice as likely to record zero sick days and eight times more likely to be rated highly productive. By delivering these services uniformly to both permanent and contract staff, Gi Group aims to reduce absenteeism, improve morale, and protect client‑service continuity across its manufacturing, logistics and food‑and‑drink placements.

The rollout sends a clear signal to the broader staffing industry: inclusive wellbeing programs need not be prohibitively expensive. Gi Group’s “creative, out‑of‑the‑box” approach—leveraging existing content, digital platforms and bulk discount arrangements—offers a replicable template for firms that view temporary workers as a transient cost centre rather than strategic assets. As the UK labour market continues to rely on flexible staffing, companies that embed mental‑health and financial support into their talent‑management playbooks may gain a competitive edge through higher productivity, lower turnover, and stronger employer branding.