HR and Reward perspectives: 10 takeaways from our Benefits Boosters Breakfast

At our recent breakfast roundtable discussion, global benefits leaders shared their insights on maximising the value of employee benefits globally. While having an attractive benefits package is essential, the consensus was clear: if people don’t understand or engage with what’s offered, the potential to deliver impact quickly diminishes.

Here are ten top takeaways to help you move the needle not just on benefits engagement, but also employee satisfaction, loyalty, and overall organisational success.

1. Prioritise clear communication

A standout message from the roundtable was the importance of making benefits communication simple and consistent. Even the most generous benefits can feel meaningless if employees are unaware of their existence or unsure how to use them. And it’s not just about sending an email blast at open enrolment and hoping for the best. Employees need ongoing reminders, multi-channel communications, and accessible online resources all year-round. 

One Senior Reward Director shared that they’ve used regular “benefits clinics” – short online sessions where employees could ask questions in real time – to drive success. This approach made benefits information more digestible and gave employees a space to clarify their specific concerns. Ultimately, frequent, easy-to-digest communication empowers employees to see the immediate relevance and value in their benefits.

2. Seek employee feedback

Several attendees stressed the power of employee surveys, focus groups, and informal check-ins. These feedback loops help you understand what benefits are resonating and which ones might need a refresh. One participant shared how a simple question – “What’s missing in your benefits package?” – sparked a revamp of their wellness initiatives. By listening to their workforce, they discovered that employees wanted more mental health support, which led to partnerships with teletherapy platforms and expanded Employee Assistance Programme (EAP) resources. 

When employees recognise that their input shapes their employee experience, their sense of ownership and engagement rises significantly. Over time, this helps create a culture where employees feel heard and valued.

3. Personalise wherever possible

Gone are the days when a one-size-fits-all benefits plan could satisfy a multi-generational, diverse workforce. Data shows that different demographics tend to have different priorities. A new graduate might be most interested in student loan assistance or financial wellness programmes, while a mid-career professional may prioritise protection benefits like healthcare and family support; someone nearing retirement would likely be more focused on optimising their pension. 

During the roundtable, leaders shared the importance of using targeted benefits communications and personalising the experience through technology. For instance, communications about retirement planning might be framed differently for those under 30, getting employees to think about the lifestyle they want to achieve in later life and how building their long-term savings can help them get there. By speaking to employees’ current life stages, your benefits messages will resonate much better than if you use generic messaging. One attendee also highlighted that they’ve adapted their terminology when communicating about pensions to employees – using ‘long-term savings’ for younger employees and ‘pensions’ for older employees. 

4. Adopt a data-driven mindset

Understanding which benefits work best often starts with measuring usage and gathering direct employee feedback. Participants highlighted the importance of tracking metrics such as claims data, and survey responses as well as engagement and take-up to gain insights into which benefits are making a real difference. Technology has a key role to play in helping HR and Reward leaders take these strategic decisions.  

One organisation conducted a benefits utilisation audit and discovered an expensive life insurance benefit was barely used or appreciated, while employees clamoured for more flexible paid time off. Although there’s a need to ensure employees have the right protection in place in case the worst should happen, companies can use these insights to take a holistic view and amend benefits or reallocate funds to initiatives that employees find truly valuable.  

5. Make benefits easy to access

In a world where convenience is everything, employees expect to find and access their benefits quickly – and they’ll be disappointed by anything less than an experience akin to the apps they use in their personal lives (like Amazon, Netflix and Spotify). Mobile-friendly platforms with a smooth and modern user experience remove barriers that often deter employees from exploring their options. 

Participants shared that younger team members working in deskless roles rarely check emails but respond quickly to mobile push notifications. By meeting employees on the platforms they already use, companies can heighten engagement significantly. Even something as simple as a dedicated benefits “hotline” or employee support feature can make an enormous difference for those who want immediate, personalised guidance.

6. Beware of choice overwhelm

While flexibility and variety are important in benefits (and research shows that employees want more flexibility), providing too much choice can backfire. Several participants observed that giving employees a list of complex options can lead to confusion and decision paralysis. People might skip enrolment deadlines altogether because they feel overwhelmed by the complexity and range of options available. 

One solution is to maintain a curated set of core benefits, with several voluntary/flexible benefits that address common needs. Simplifying enrolment portals and offering direct assistance through HR or a benefits expert can help alleviate decision fatigue (particularly around more complicated benefits like pensions). And benefits allowances have also emerged as a way to provide employees with the ultimate choice – enabling them to spend on whatever matters most to them. 

It’s also important to make sure that the benefits employees do have access to are working harder – can they be better communicated to employees? Can you better demonstrate their value to employees? And can they be flexed in a way that truly suits employee needs?   

7. Ensure inclusivity in global benefits

Diversity in the workplace goes beyond age and extends to culture, region, and family status. Global organisations in particular must consider regional variations. A benefit that resonates in one country might be less valuable in another due to differing healthcare systems, cultural norms, or legal requirements.  

And as well as regional differences, HR and Reward leaders need to think about different ways of working and adapt their strategies accordingly. For instance, one attendee talked about tailoring their messages for clinical staff who might not be desk-bound. They used mobile apps, text messages, and printed flyers in staff common areas – all of which are strategies that recognise employees’ varying day-to-day realities. This localised approach not only drives better engagement but also fosters an inclusive environment where everyone feels their needs are understood.

8. Build trust through transparency

Attendees agreed that while there’s always more they’d like to do, sometimes budget is a constraint. But being transparent about why certain benefits are chosen – or phased out – is crucial for keeping employees on board. When leadership openly communicates the rationale behind a change, whether it’s cost-saving measures or reallocation of resources to another benefit/initiative, employees are more likely to see the bigger picture and appreciate the decision. 

A participant explained how their company faced budget constraints but wanted to preserve mental health offerings. By candidly sharing the financial trade-offs, employees understood why some less-utilised perks were cut and rallied around the importance of mental health benefits. 

9. Empower champions and peers

Sometimes the best communicators aren’t HR professionals or executive leaders but employees themselves. Several roundtable attendees described how they enlisted ‘benefits champions’ within different departments. These champions weren’t just experts in policy details – they were relatable colleagues who could speak authentically about how they used a particular benefit. 

By leveraging peer-to-peer influence, employees are more likely to see the benefits package as approachable and relevant. People trust coworkers who share similar roles, challenges or life stages. This organic word-of-mouth can turn something as mundane as a healthcare option into a genuinely compelling conversation piece.

10. Stay agile and evolve

Finally, it’s crucial to treat your benefits strategy as an ongoing endeavour rather than a fixed initiative. Demographics shift, regulations change, and employee expectations evolve over time. The roundtable reinforced the idea that organisations should regularly review their offerings, gather new data, and adapt accordingly. 

Some companies have even formed dedicated committees that meet quarterly to evaluate benefits. These groups discuss emerging trends, compare internal data against market insights, and propose updates or pilot programmes. This iterative approach ensures that benefits remain fresh, competitive, and aligned with what employees truly value. 

Communicate, communicate, communicate 

By ensuring your employees know what’s available, feel their voices are heard, and perceive real value from what you provide, you can transform a standard benefits package into a powerful engine for wellbeing and engagement. Ultimately, an informed and satisfied workforce isn’t just good for company culture – it’s a strategic advantage that fuels long-term organisational success. 

If you’d like to attend one of our roundtables, keep an eye on our events page or subscribe to our emails as we regularly host ‘Benifex Insider’ events.