High engagement

Enhanced creativity

Low absenteeism

Improved retention

One way employers engage the morale of their staff is by conducting a survey and gaining employee feedback, they as are asked about their work environment , management style and the company culture that can affect the happiness of an employee not just the amount of money they earn.

Poor Management

Limited Career Growth

Being Underpaid​​✔

Lack of Interest

Unhealthy Work-Life Balance ​​✔

• 8 out of 10 people “would not use the services of a business if they found it paid less than National Minimum Wage”, while 90% called those employers a “disgrace”

• businesses that pay the right rates see more productive staff; 8 in every 10 people admit to “not working as hard” if they are underpaid

• employers who do not comply with the National Minimum rate changes that came into effect on 1 October 2013 or fail to spot differences in their workers are at particular risk of a financial penalty and being publicly named

• Ref.

• 8 out of 10 people “would not use the services of a business if they found it paid less than National Minimum Wage”

• almost the same amount (79%) would encourage family and friends to do the same, while 9 out of 10 people called employers who pay less a “disgrace”

• underpaying staff was also found to breed resentment, low productivity and high employee turnover. Eight out of 10 workers would “not work as hard” if they knew they were underpaid, not surprising when 90% said they would actively resent their employer. The vast majority (85%) would seek other work.

These are widespread due to legal requirements. One of the more costly parts of the benefits package, workplace pensions are often at the centre of major internal or external change.

Holidays and time off

Employers are legally required to offer certain levels of paid annual holiday, although our Reward management surveys find that many offer more than the minimum.

There are also statutory entitlements to other types of time off work including maternity, paternity, adoption, parental and bereavement leave. As with holidays, many employers often provide more generous time off arrangements than required by law. There's more in our Working hours and time off work factsheet.

For other types of discretionary paid time-off, such as for voluntary work, child’s school events, and pet bereavement, please see our Reward Management Survey.

Healthcare and risk benefits

These benefits may be provided to ensure both the welfare and productivity of employees. Our Reward management surveys find that the common types of benefits include:

• Employee assistance plans.

• Eye care vouchers.

• Death in service/life assurance.

• Occupational sick pay..

• Free vaccinations.

• Programmes to encourage physical fitness.

Some benefits are more likely to be given to everyone (such as occupational sick pay), while others (private medical insurance for instance) can be dependent on factors such as grade, job or location.

Group risk insurance policies, including group life assurance, group income protection and group critical illness, transfer some of the risk to a third party.

Company cars and car allowances

Many organisations provide a company car, either because the employee’s job needs it (for example, a sales rep) or to recognise the job’s status (for example, a director). Such vehicles are taxed according to their CO₂ emissions. Some employers prefer to pay a cash allowance to help employees buy cars or compensate them via mileage allowances for using their own vehicles, rather than supply a company car.

Other benefits

Employers may offer a diverse range of other employee benefits including: unlimited holiday; paid or part-paid conference attendance; Christmas parties; concierge services; relaxation apps; free or subsidised staff canteens; and a nap room. See more on the variety of staff benefits on offer in our Reward management surveys.

-Hired magazine

• Provide an Employee Assistance Program.

• Help employees work towards long-term goals.

• Set friendly fitness challenges.

• Introduce wellbeing-based employee benefits.

• Arrange regular get-togethers.

• Introduce designated wellbeing leaders.

• Encourage real breaks.

INCREASE MOTIVATION

Compensation and benefits directly impact an employee’s performance and motivation to work. Compensation offered needs to be attractive enough to keep morale high. Paying employees well shows them they are appreciated and valued, key factors in employee happiness and satisfaction.

IMPROVE RETENTION

Employees who earn a fair wage tend to work harder. They are more likely to remain in their jobs because they feel they have more to lose. The perceived value of their job increases their desire to do good work and stay with the company.

ATTRACT QUALIFIED WORKERS

Most employees these days are aware of their market value and expect to be paid accordingly. If an employee feels they are underpaid or a competitor is offering better pay, they might jump ship. Money isn’t the only factor fueling a decision to change jobs, but it is significant. Offering a competitive wage can attract skilled, industrious workers to your organization.

ENABLE BETTER HEALTH

Increasing wages can provide a higher standard of living for employees, enabling an overall improvement in good health.

INCREASE PRODUCTIVITY

Paying employees well often creates a desire for reciprocity. Employees who appreciate a raise work harder to “pay it back.” When workers are less concerned about money, they can focus on their projects, leading to higher productivity and a better quality of work.

IMPROVE YOUR EMPLOYMENT BRAND

Word gets around when employees are happy with their jobs. They are more likely to refer their company to their friends and post complimentary posts on social media. That can be good for your business! Paying your employees well and creating a positive work environment can bring more qualified candidates in the door.

Although it is still at the top of the list — money isn’t the only factor driving employee satisfaction. Employers that offer upskilling opportunities, clear career paths, employee recognition programs, and great benefits packages also reap the rewards of happy employees. In fact, many employers combine strategies to meet the needs of their employees: paying as well as they are able and offering other job perks that make their employees feel valued. Workers who feel appreciated and engaged with the mission and values of the business are happier, more loyal, and more productive, paying forward the investment their employers make in them by doing great work.

Young people in the lowest income bracket are 4.5 times more likely to experience severe mental health problems than those in the highest.

63% of workers cited poor communication getting in the way of their job as a reason why they would quit (Dynamic Signal)

53% of employees don’t think their company communicates with them in a way that would lead them to becoming an advocate (Dynamic Signal)

Money is the main reason people look for a new job for 67% of workers (Glassdoor)

Managers account for up to 70% variance in employee engagement (Gallup)

Employee engagement is a priority for 85% of leaders (Dale Carnegie). Only a third of leaders actually make employee engagement a priority (Dale Carnegie)

44% of team members don’t understand the impact they have in their role (Ceridian)

Employees value “trust, passion and mentorship” the most at work (HRDrive). 76% of employees agree that workplace culture affects their productivity (Eagle Hill Consulting)

Almost three quarters (74%) said workplace culture affects their ability to serve customers (Eagle Hill Consulting)

ref.Champions Health