Today’s top employees are going to your competitors because of what worked yesterday. Employees of today don’t care about perks that they will never use. Modern employees want personal, flexible and real benefits, which will evolve at the same pace as their lives. As HR leaders, it is not a question of whether or not to redesign your benefit strategy, but rather how to do so intelligently, sustainably and with measurable return on investment. Let’s start with the facts: How much does a “one-size-fits all” approach cost you in real terms?
When A Promised Promotion Turns into a Pink Slip
I am more aware than most of what happens when people, companies, or organizations get things wrong. I was a high performing leader who had just returned from maternity leave with a baby in my arms. I’d received a promise of a promotion, and I couldn’t wait for it to happen. I drove 350 miles with my baby in tow, on a day dedicated to keeping in touch, hoping that I could reconnect with my colleagues.
Then I was informed that I had been made redundant. After doing the handover for months to earn my role, I am now made redundant with pink pencils.
I was devastated. I did as I always do, I focused on my relationships. I went to get coffee. I called the people I had helped over the years. After maternity leave, I was offered four jobs, had three recommendations for promotion, and walked into my dream job.
This would have been the end for many. I did what I do every day: I focused on my relationships. I went to get coffee. I called the people I had helped over the years. After maternity leave, I was offered four jobs, had three recommendations for promotion, and walked into my dream job.
This story serves as a reminder that when companies fail to provide support for their employees during real-life situations, they not only fail them, but they also lose them.
Why generic benefits are failing
We’re all juggling multiple generations, cultures, lifestyles and stages of life. Gen Z graduates expect flexibility, mental support, and digital tools that are quick. It is a very different experience from a Gen X employee juggling retirement planning and childcare costs, or a Gen X parent juggling childcare expenses.
What is the problem? The problem? It’s not true. Hidden costs are staggering: low engagement, turnover, wasted money on benefits that nobody uses and trust lost when people can’t get help.
Even worse, when employees are faced with microaggressions or bad management, like I was, generic resources for wellbeing do not protect their mental health. Too many companies still cling on to all-encompassing benefits packages. They hope that the perks will stick. They don’t. What’s the result? The result?
The Smarter Alternative: Flexibility & Choice
Human-centred design is the answer. Flexible, modular benefit frameworks allow employees to choose what is most important for them at any stage of their life. All of these benefits are optional and adaptable.
How did I change the game for myself
I remember years ago when, after months of work, the promotion was given to someone else. I was even asked to train her. I had done everything “right”. I came early, stayed later, skipped the breaks, and said yes to all.
This experience taught me the hard truth that overworking and giving too much doesn’t guarantee justice. So I wrote my own rules. I worked my contracted hours. Instead of working without pay, I spent the time networking and building relationships that really mattered. I used my lunch break to go on wellbeing walks, have coffee, or attend events that I had no idea existed. I stopped accepting draining projects and only worked on those that inspired me.
What’s this? I was happier, healthier and more productive and got my next promotion at my own pace. Here’s what flexible and personalised support in real life looks like: policies that allow people to breathe, thrive, and not burnout.
“I changed my strategy. No more unpaid overtime. I took my lunch break to go for walks, network, invest in myself, and only say yes to projects that inspired me. It paid off. She found more energy and balance and earned the promotion on her terms.
Companies that allow employees to design their own work lives thrive.
Let data lead the way
Personalised benefits may sound good, but how can you be sure that they are what people want?
Smart HR leaders don’t rely on guesswork, but rather data. Benefits menus that are actually used can be built using data such as usage patterns, engagement statistics, demographic insights and direct employee feedback.
Use pulse surveys to see what is missing, what is misunderstood and what has been left untouched. If stigma or confusion prevents people from using the app, it’s not worth having a fancy wellbeing app.
Better yet, make feedback a continuous loop: design it, test it, refine it, and repeat. Benefits should never be set and forgotten. They need to adapt and grow in real-time, just like your employees.
Communicate like it matters (Because it does)
One more dirty secret: Many employees don’t know what they are entitled to. The fact that perks are hidden in PDFs and jargon wastes a large amount of HR budget. If they can’t find something, they’re not going to use it or value it.
How to fix it:
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Use plain language instead of legalese.
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Use different channels: intranets, town halls and micro-videos. Line managers can also be used.
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Access mobile-friendly and instant
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Teach managers to champion benefits, not to block them.
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Do not make people work to get support when they are already struggling.
The ROI for Real-Life Support
Benefits that are flexible and data-driven don’t just make employees happy. (Although this is a good goal). It’s been proven that flexible, data-driven benefits reduce absenteeism and boost engagement. They also keep top performers from moving to other companies. When people feel supported in all areas – physically, mentally and financially – they are more loyal and productive.
What kept me going as someone who battled racism, microaggressions and toxic managers was not a generic employee manual; it was real connections, timely flexibility and a network I created for myself. If you plan your benefits strategy to reflect real life, it can do the same.
Benefits that People Love to Talk About
Your benefits strategy should change faster. Your benefits strategy needs to change more quickly. Stop assuming that people know what they need. Ask. Use your data. Personalise the offer. Make it easy to find. It’s important to have a culture of care. People stay when they feel financially, mentally and socially supported. They turn up. They show up. They engage. Benefits that are flexible, data-driven, and clear not only make employees happier, but they also boost productivity and help you compete with top talent.
I have seen what happens when people don’t get the benefits they deserve. I have also witnessed the power that comes from doing things right. Benefits that people use require you to understand the human behind each employee. They have real struggles and dreams, as well as real needs.
Magic happens when organisations listen, personalise, communicate clearly and embed care in their culture. When people are treated with care, they stay, grow and give their very best.
I call on HR leaders today to stop settling for the easy option and build what is meaningful. One-size-fits all is no longer an option. When you create benefits using empathy, data and intention, you do more than just retain your best employees. You bring out their best.
