In this case study Ranstad an employment agency discusses its unique recruiting processes. The company prides its success and employee retention rate on its ability to join generation gaps, in a culture where this was considered to be taboo or ineffective. The questions and answers below further analyze the rationale behind the company’s recruiting methods and discuss the effectiveness of its ‘teamwork’ mission. Team building is an ongoing process that helps an organization to evolve into a cohesive unit.
The team members not only share expectations for accomplishing group tasks, but trust and support one another and respect one another’s individual differences. A team takes on a life of its own and you have to regularly nurture and maintain it, just as you do for individual employees. (Would have liked to see you talk about the generational differences here and explain how this was going to be discussed in the case study.)
1. In what ways does the value of providing some of the non financial perks like those discussed in this article provide a greater boost to employee morale relative to the cash equivalent of the perk that might instead be given as a raise in pay? Employee perks and incentives can enhance the quality of working life for employees. It can be seen as a reward for staff efforts, and add value to an employment package. Human resource professionals should ensure that employees are properly motivated. This allows them to be more productive and perform better. When it comes to motivation, people often think that the only way to motivate employees is through financial rewards; in fact it is quite the opposite.
There are many effective methods for non-financial employee motivation. In this article human resource managers describe how they focus more of their health and wellness efforts towards improving the eating habits of employees on the job. Making healthier snacks and food options available to employees not only encourages better eating habits, but it shows that the company is ultimately concerned about the health of their employees. Separate from cash incentives, non financial perks can add value by improving employees’ work-life balance or personal development. It can sometimes be the final determining factor to persuade high quality staff to join the business, retain existing valued staff, increase staff motivation, morale and loyalty, not to mention giving a boost to productivity, focus employees on targets and build teamwork.
The indirect benefits that certain perks provide can also lead to reduced absenteeism (http://www.duport.co.uk). Getting the right balance of incentives takes time and effort, and in some cases may not be fully appreciated by employees initially, however once realized it can really lift the morale and motivation within an organization. Competition for highly qualified, well trained staff is already stiff and more and more companies are realizing that non financial perks make good, cost effective business sense.
2. How do concerns regarding employee wellness change the way one views various non financial perks like those discussed in this article? Non financial perks regarding employee wellness, initially, may not seem as appealing as financial perks, in fact there is a stereotype that employees do not consider this to be very advantageous. However, efforts such as the ones made by the human resource professionals in the article can have a significant mid to long term effect on the health of employees, resulting in positive outcomes for the organization and its workers.
Once healthier habits are adapted by employees, it becomes a way of life for them, and they begin to acknowledge and give credit to its benefits. Stress, excess weight and chronic pain can all lead to lost productivity. Implementing health and strategies geared to the needs of the workforce is an effective method to boost productivity and employee satisfaction. Whether it is free healthy meals to being able to bring kids to the office, research has shown that certain perks can make employees feel like a million bucks, and perform like they’re worth it. 56-year-old Webcor employee, Karen Thayer, got hooked on her company’s stair challenge.
The result: She lost 50 pounds in over six months and was able to stop using one of her blood-pressure medications. She also got an extra day off and won an Apple Touch at a quarterly raffle. “I never thought I would be able to do the stairs,” she said. But she was determined to work through the pain from a knee replacement and other physical hurdles. Now she can climb 36 flights in 15 minutes. Thayer said she’s confident she can lose another 40 pounds. “It definitely came from a behavior change because of the program that I constantly got out there and did it and did it and did it” (http://www.watkobenefit.com).
3. In what way does the negative value of taking away an existing non financial perk like those discussed in the article detract from morale more than the positive boost obtained by providing that same perk in the first place? The negative value of taking away an existing non financial perk detracts from employee morale significantly. When employees become used to specific perks or treatment at work, and it is downsized or revoked it can become a huge demoralizer. From corporate perspective, it might look like a small sacrifice for employees to bear. But there’s a risk that employees won’t take it lightly and even if they do take it, there is a threshold after which there is no turning back. If that thresh hold is crossed and they keep getting agitated with the reduction of comforts they have gotten used to, discussions within employee circles would eventually turn into dissatisfaction and the need to work some where else that provides more.
While some employees change companies due to the money factor, a good number of employees also leave due to grievances. This can be caused by the sometimes drastic cost cutting measures that companies take, which at times is seen as warning sign to employees, reminding them that they are still the disposable parts of a company when the situation arises. Not everyone will take it lying down, however it’s the good employees that companies should at the least, somehow consider more seriously.