How have you built personalization into your total rewards strategy, and how has it impacted employee satisfaction with benefits packages?
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In Canada, we face complexity due to our diverse employee demographics, including unionized and non-unionized employees. We rely on flex benefits, allowing employees to use personal spending accounts and health savings accounts to supplement regular benefits. This approach resonates with different employee groups, offering personalized options like gym memberships and marathon enrollments.
Personalization is challenging due to our organization's global size, with some sites having up to 1200 employees. While individual-level personalization is difficult, we focus on group-level efforts, such as providing gifts, gift certificates and food coupons, particularly in regions like Tunisia where the cost of living is high. These initiatives aim to support employees and their families, enhancing satisfaction within specific employee groups.
Similar to Colleen, we prioritize listening to employee needs and aligning them with our cost structure. We use our total rewards packages as a key differentiator, offering rich benefits and aggressive PTO policies. This strategy contributes to a low turnover rate, emphasizing the importance of culture and caring for employees. We extend medical coverage to parents in India, reflecting our sensitivity to multifamily scenarios, and use outside brokers for benchmarking.
Although my focus hasn't been on total rewards, I've seen organizations use engagement surveys to identify employee desires and provide broader experiences. For instance, we partnered with an organization to offer degrees and certifications at no cost to employees, eliminating upfront tuition expenses. This initiative led to increased pursuit of education and professional growth, enhancing employee satisfaction.