Colclusion: It’s not just what you do to help employees thrive—it’s how you do it.

Conclusion

The topics in this year’s Global Culture Report are not new. They are, however, dynamic. Empathy, emotional intelligence, flexibility, and recognition have all evolved and often guide workplace culture discussions because, as our research repeatedly demonstrates, these principles have relevance and longevity. What is new, and vitally important, is how organisations approach these concepts and offerings moving forward.

Each year, we set out to discover and measure the most effective levers to increase feelings of connection, belonging, loyalty, and fulfillment in employees. And what we’ve found is that “rewards” themselves are nearly powerless. Regardless of the bonus or benefit, opportunity or perk, any reason to join or stay with an organisation requires communication, resources, and support. So what do these three mandatories entail?

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1. Communicate well

Offerings have little value if employees don’t know about them. Clearly message what Total Rewards offerings you have, why you provide them, and how employees can access them. Information should be specific, readily available, and easy to understand.

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2. Align offerings to caring

Total Rewards are more successful when they demonstrate or reinforce a genuine concern for people and their wellbeing. Emphasize that the offerings are a direct reflection of employees’ importance and that the organisation wants to fulfil immediate and future needs so employees can stay and thrive at work.

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3. Invest more

Employers should provide financial, health, growth, and recognition benefits so employees don’t have to rely on external sources. This means subsidizing medical insurance and retirement accounts as much as possible, as well as having formal policies and practices around flexibility, empathy, and emotional intelligence. It also includes providing paid time for employees to use offerings.

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4. Enlist leader support

Because employees go to their leaders for the time off to utilize offerings or to seek growth opportunities or to make their work more flexible, these same leaders should practice empathy, give recognition, and take time off for their own mental health. Advocating, modeling, and showing support when employees use their benefits is an imperative.

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5. Reinforce with recognition

recognise employees when they practice empathy or emotional intelligence at work or develop new skills. Also, celebrate leaders when they facilitate flexibility or support employees’ mental health. Recognition is a powerful way to help all employees thrive because it reinforces the behaviours that strengthen culture, improves mental health, and encourages leaders to support their people and the organisation’s offerings.

The significance of how organisations present and deliver Total Rewards should not be overlooked or underestimated. Of all the needs that must be met for employees to thrive, the human need to feel cared for comes first. Unless and until employers meet that need, benefits and perks will miss their mark. Conversely, when employees do feel cared for, Total Rewards and every positive outcome we study fall into place.

We wish you every success as you evaluate the programs and strategies to care for your workers. The potential of that care to become generative is awe-inspiring. When the exchange between employee and employer feels less like a transaction, when leaders and their direct reports feel more like allies, and when workplace cultures feel as nurturing as havens, there’s no limit to how many people—and how much their organisations—can thrive.

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