The shift: the current way of offering perks is so 2010
A decade ago, when employee perks first emerged, they were considered “nice-to-haves” and employees’ expectations for them were low. Companies offered things that we today consider “fluffy” like snacks, beer, ping pong, and massages.
And because perks were considered a bonus by employees, there weren’t any formal processes or programs around them. There was often free beer in the fridge and snacks lying around, but it wasn’t a big deal when there weren’t.
Fast forward to today. Expectations are higher than ever and perks have transitioned into a “must- have” for every company.
Employees are expecting more than free snacks, and demanding more meaningful perks, such as schedule flexibility, wellness, student loan forgiveness, childcare, and continuous education.
Perks are now part of a critical talent-retention strategy that is becoming increasingly customized and expensive.
However, there's a problem. As the number of perks continue to increase in an organization, so do the three main problems they create: