To improve and sustain the “employee experience,” many companies offer well-being programs and employee perks. Well-being programs take a holistic approach to mental, physical, financial, and social health. Employee perks are tangible benefits focused on convenience or enjoyment.
What is the right offer for your organization to keep your employees engaged, motivated and feeling valued?
The most effective strategy often combines both. It should start with a clear understanding of the strategic intent behind each offer.
Well-being programs are a long-term investment in an employee’s foundational health and resilience. They can create strategic gains such as lower healthcare costs and higher retention.
Employee perks, on the other hand, are a short-term expenditure. They improve the daily work environment and often serve as an immediate recruitment tool and morale booster for existing employees.
Some Examples of Well-Being Programs
- Virtual Mental Health Services – e.g. offering access to platforms like Calm or Headspace for guided meditation and sleep; providing unlimited virtual therapy / counseling sessions through digital platforms
- “No Meeting” or “Focus Days” – implementing days, often Fridays, when internal meetings are banned to give employees uninterrupted time for deep work and reduce meeting fatigue
- Manager Training in Psychological Safety – training leaders to recognize signs of burnout, practice empathetic listening, and help employees manage overwhelm
- Financial Education and Coaching – providing workshops on topics like budgeting, debt management, saving, and retirement planning
- Well-Being Reimbursements – offering an annual stipend that employees can use for anything that supports their well-being, such as gym memberships, coaching, or massage therapy
- Wellness Challenges with Incentives – gamified programs that encourage step counts, hydration, sleep, or mindfulness
- Biometric Screenings and Preventive Care – bringing health screenings, such as blood pressure checks, mammography, or skin cancer checks, directly to the workplace
- Paid Sabbaticals after 5 Years of Service – e.g. offering 2 weeks off and encouraging employees to take a vacation
All of the above examples can create higher ROI potential, reduce health risks and costs, build loyalty and engagement, and address root causes. However, none of these programs will work effectively without a supportive company culture and enough management effort to launch, promote, and maintain strong engagement across diverse employee needs.
Some Examples of Employee Perks
- Free Food or Drink – offered daily or intermittently to provide convenience and create an opportunity for employees to gather, socialize, and take a break
- On-site Gyms – allowing employees to exercise where they work; companies should consider the significant operating cost and how much of the workforce will actually use the facility, especially if many employees work remotely
- Other Onsite Activities – adding items like pool tables, ping pong tables, bocce courts, or walking trails to provide a lower-cost outlet for employees than an onsite gym
- Commuter Benefits – partial to full compensation for commuting costs such as bus, train, parking, or tolls
- Home Office Costs – covering office set-up and operating costs, such as internet or phone, for home-based employees
- “Spot” Awards – a program in which supervisors can offer deserving employees compensation for a job well done, such as dinner, movie passes, or a day off
- Flexible Work Hours and Remote Options – allowing employees to adjust their start and end times or work locations within reason
While all of the above examples may have value, it is important to remember that the goal of employee perks is to provide instant gratification and short-lived satisfaction for the employees that receive them / use them. Perks can mask deeper organizational problems such as poor management, unsustainable workload, etc. FREE SNACKS WON’T FIX BURNOUT
For this reason, the most effective strategy for organizations often involves a strong foundation of well-being programs to support employee health, complemented by appealing and relevant perks to enhance the daily work experience.
How is your organization creating an effective, productive, and sustainable “employee experience”?
Author Bio:
During my 38 years with ExxonMobil Corporation and its heritage companies, I have led and managed organizations and teams across the globe (including living abroad in Singapore from 2000 to 2005). My professional expertise is primarily in the areas of manufacturing, supply chain, sales, marketing, learning and professional development, inclusion and diversity, and culture change.
The common thread throughout all of these experiences was a passionate desire to learn from others, to gain an appreciation and respect for the views and beliefs of others, to achieve a common goal, and to help others achieve their full potential. Although I began my “formal” Coaching journey in 2018, through my professional and personal life experiences, I have been developing and honing my coaching skills over the past 40+ years.
My approach to coaching is open-minded and flexible to ensure that my connection with my clients is as meaningful and productive for them as possible. My goal is to partner with my clients in a creative, energized, and thought-provoking way. To discover new possibilities, explore practical options, and accelerate effective implementation of go-forward plans.
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