Ginger Maseda, is the Head of Talent Acquisition at Bullhorn and she speaks on why employers need to adjust their post-pandemic workplace perks. A strategic workplace perks adjustment program is relevant now as offices are reopening and some organizations are worried that there might be a great employee turnover tsunami.
Also, in light of the Covid-19 pandemic, workplaces have seen tremendous and swift changes. As result, it is necessary for companies to reassess which workplace benefits they want to retain, expand or introduce.
For example, financial tech firm Revolut has told its employees they can spend up to two months a year working abroad. More than 2,000 of the firm’s international staff stand to benefit from this new policy, allowing them to spend more time with family and loved ones. […]
NOTES: Strategic Workplace Perks Adjustment Post-Pandemic
Nationwide building society informed its 13,000 employees they could work anywhere as part of a new flexibility scheme. Letting them choose where they want to work gives them greater control over their lives, the company said.
Perks will need to focus on flexibility than in-office offerings.
A renewed focus on the things that matter
Today’s workforce (largely made up of millennials and Gen X) show a greater preference for social justice causes and work-life balance. They’d rather be around people they like, enjoy a supportive workplace culture, and know that they’re contributing to something meaningful. In simple terms, fancy perks don’t have the appeal they once did. And the pandemic has turned assumptions about the nature of work and corporate interactions on its head.
People have also discovered that they don’t have to be in the office to get things done, giving them increased autonomy and a better work-life balance. It has proved that employee effectiveness isn’t measured by the number of hours in the office but rather by the quality of work produced. These factors need to be taken into account when assessing company benefits.
Before the pandemic, Harvard Business Review research indicated that work-life balance competes on an equal footing with salary as a core reason to join a specific employer.
Which benefits matter?
Fake fun is easy to spot, so refrain from overselling your company as a fun place to work.
As an employer, focus on authenticity, and let existing, happy employees be your mouthpiece. They can share testimonials and other activities that carry more weight. For example, like mental health, general wellbeing, safety, and company’s employee assistance program. Also, if pets and children are welcome to join conference calls or be in the office.
Measures that promote mental health and wellbeing are therefore much more appealing than free pizzas and fizzy drinks.
Ultimately, employees are looking for benefits with substance. Mental health support, child and senior care benefits, generous parental leave, and flexibility are the glue that will make employees stick.
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This is how to be happy at work without ‘enmeshment,’ a phenomenon that psychologists,” says involves increasingly blurry lines between the self, work, and personal identity.
This concept is emboldened by the idea of a “dream job,” which you can see plastered onto questionably predatory job listings, listicles, and the musings of motivational speakers. The idea is undeniably a trap—how can work, regardless of what you do, assume qualities that don’t feel like work? But the concept remains a fixation for workers who strive to claim a certain sense of fulfillment from their careers.
Does a dream job exist?
If you’re a consultant who pledges to help unhappy workers find their ideal calling, then sure, dream jobs are real. These career coaches and workplace guides perpetuate the idea because it’s profitable. Or at least lucrative enough to keep the dream, so to speak, alive.
“A job is the work you do and the people you work with and the culture of the place you work. Some of that you can seek out, some of it you can control, but a lot of it just happens organically.”
In an aspirational society that celebrates rockstar CEOs, it’s no surprise that many Americans are gunning for their dream jobs. But this is in what’s ultimately a futile quest to attain something that doesn’t necessarily exist. Of course, having such lofty expectations can set workers up for a dramatic crash when reality sets in.
For Sophie Brown, a young journalist interviewed by the BBC in 2018, an idealized version of work didn’t match up with the long hours and demands of her fist big break in the industry.
She told the publication:
I hated the job and I hated the people there … Late nights, early mornings and weekends … me and my partner were like passing ships in the night. I hadn’t spent any time with my family in years. And I realized that this dream job, that I’d worked really hard for, actually wasn’t what I wanted at all.
It’s true that you can (and probably should) try to glean a sense of fulfillment and contentedness from your work. But when you place too much emphasis on becoming your job or deriving personal satisfaction from it, you risk an existential crisis.
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How to be happier at work
For Ross McCammon, author of the corporate etiquette guide Works Well With Others, the key to ultimately finding your emotional footing in the workplace involves focusing less on the job and more on your personal and professional development. “We should all aspire to a certain field or even a certain job title, but to a certain job? That seems misguided,” he says.
Focus on the professional and personal improvement you’ll invariably experience over the course of a career—and savor those victories.
He urges people to have a more realistic understanding of what a workplace is, telling Lifehacker: “A job is the work you do and the people you work with and the culture of the place you work. Some of that you can seek out, some of it you can control, but a lot of it just happens organically.” Continue reading at This is How to Be Happy at Work Because Your Dream Job Is a Farce