Chapter Three
From Benefits Provision to Workforce Value
Organisations have been actively managing their benefits. Now they are working to ensure they create value.
The Finding
Regularly review their benefits programme.
Say employees are appropriately informed and kept updated.
Agree their benefits programme helps differentiate their organisation in attracting the best talent.
What tHIS TELLS US
The findings suggest organisations have established a strong foundation.
The next question is what their benefits investment is intended to achieve.
Workforce needs vary, from healthcare and mental health support to flexibility, financial wellbeing and retirement provision.
Cost remains important, but it is only one dimension of value. Organisations also need to understand whether benefits reflect workforce needs and are genuinely valued and used.
THE RESILIENCE GAP
A strong benefits programme connects organisational priorities with what employees genuinely need, use and value.
WHAT TO CONSIDER
Start with the workforce outcome
Define whether investment is intended to support attraction, retention, wellbeing, financial security or another priority.
Understand value and utilisation
Look beyond communication to whether employees access, use and value the benefits available.
Connect design, funding & sustainability
Consider employee value and organisational cost together rather than treating them as competing objectives.
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