Why company benefits should be boldly individualized instead of one size fits all


Coming out of the pandemic, companies are offering standardized remote and hybrid working styles. However, the single option does not meet the individualistic needs of workers. A better approach would be to offer personalized perks people want or need.

Workers expect a better work-life balance, the freedom to espouse their political and social views, and the resources to improve their mental and emotional health. Tech workers have grown accustomed to having amazing amenities, like free food and laundry services, and lush compensation packages that include stock options.

At a time characterized by Big resignation, quiet stop and acting your salary, the management acquiesced to the demands of the workers. With the job market booming, companies realized they had to offer enhanced benefits and compensation to attract, recruit and retain talent.

Although most companies have given in to the demands of their staff, workers still do not seem satisfied. Recent cabotage trends, cyberloafing and quickly change jobs indicate that with all the prostrations, it is not enough.

Kelly Scheib, director of human resources at Crunchbase, and Alissa Schepisi, executive vice president and group leader of employee experience at Edelman Public Relations and Communications Services, are the proponents of bold, personalized employee benefits.

Kelly Scheib, Director of Human Resources, Crunchbase

Scheib says his mission at Crunchbase is to “offer employees a boldly individualistic experience.” Every employee has unique needs and interests, so a prescriptive approach to employee experience will never work. When it comes to how companies recognize and reward employees, they need to deeply understand what drives and motivates each individual.

Scheib argues that organizations are often guilty of “throwing money at the problem”. For example, an overworked employee who has not seen his family all month receives a bonus to complete his increase in hours. Instead, what they really need is a manager who will notice their position, recognize their hard work and sacrifices, and know them deeply enough to understand that a real reward would be the gift of time and effort. money for a trip to Disney World that their kids have been dreaming about. It’s more meaningful than a bonus check.

The director of human resources recommends that when employers design benefits programs, they should define which benefits are “table stakes” and which benefits allow maximum flexibility to help employees decide what is best for them. Should an organization really prescribe a fitness membership or would it be more effective for an organization to recognize that employees have unique needs and interests, and that wellness is different for everyone?

Scheib said of his own organization, “We are constantly exploring ways to help Crunchbase employees live their best life, regardless of their preferences. It all comes down to our emphasis on flexibility and our desire to meet the widest range of employee needs. »

Alissa Schepisi, Executive Vice President and Head of Employee Experience Group, Edelman Public Relations And Communications Services

As a senior member at Edelman, on behalf of clients, Schepisi leverages both art and science to improve the employee experience through communication, culture and change. She points out that every company offers an employee experience, but often by default. Corporate cultures that develop without intention are resistant to change and ill-equipped to handle the turbulent economic, political and social waters that companies must navigate. The Employee Experience Manager helps clients thoughtfully design a fulfilling and productive employee experience that benefits the business and the people who drive it forward.

Consumers are accustomed to a highly personalized and information-driven shopping experience. However, too few companies look at recruitment and retention from this angle.

Organizations that consistently win the war for talent apply consumer-grade marketing tools and tactics to their attraction and retention efforts. They identify their key talent segments, understand their motivations and frustrations at a deep level, and craft an employee experience that meets the mutual needs of the employee and the organization. This includes offering benefits that meet the disparate expectations of different employee populations. A one-size-fits-all approach to benefits doesn’t reflect the reality of a diverse, multi-generational workforce accustomed to personalized, data-driven consumer experiences.

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Richard V. Johnson