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Improving the benefits of your employees may seem to be an additional expense at first glance, but the figures tell a different story.

According to Gallup, companies that prioritize well-being testify to 21% higher productivity and 22% higher profitability.

These figures make a convincing argument to invest in your workforce.

If you need to convince more, research has also revealed that 69% employees say that a wide range of services would increase their loyalty, and 80% People satisfied with their advantages point out greater satisfaction at work.

Interested in these types of earnings? Do you want to build a profitability analysis for better benefits?

This blog will guide you in the demonstration of the value of these initiatives, helping you create a case that resonates with decision -makers.

How to position the value of better benefits and wellness strategies

When you treat leadership, focus on presenting the advantages not as an expense but as a tool to stimulate performance, improve retention and minimize risks.

By demonstrating how well-being benefits and strategies are reflected in measurable commercial results, you can better bypass concerns about additional costs.

And graceThe director of the international RR consulting at Iris Software Group, told us: “The conversation with leadership must start with the commercial impact, and not the satisfaction of the employees.

“I direct with hard measures that directly affect the results: rotation costs, recruitment expenses and productivity losses.

“When I can show that the replacement of an intermediate level employee costs £ 15,000 to £ 30,000 and our set of current services could prevent 20% of voluntary turnover, I suddenly have attention.

“The absence rates are also incredibly convincing measures.

“I present data showing how complete well-being programs reduce the days of illness from 25 to 30% and how mental health support decreases long-term absence.

“Leadership understands that every day of absence costs the company on temporary coverage, reduces productivity and management time.”

Lead a change of mind among leaders

What is the greatest change of mind that leaders must make?

Well, we found that the biggest change was to move from the visualization of advantages as a transactional expenditure to see them as a strategic investment.

Show the leadership that advantages are something that has a direct impact on the way people feel and allow.

Our senior L&D advisor, Vanessa Myattexplains this further, declaring: “Too often, the advantages are grouped in the bucket of” cost center “.

“But in reality, they are one of your most powerful tools to strengthen trust, loyalty and well-being.

“When they are well done, the advantages do not only reward, but they should also be reassured.

“They say to your team:” We have you “, and this kind of emotional security leads to a deeper commitment and a longer mandate.

“The organizations that thrive are those that treat the advantages in the context of the employee ecosystem.

“Because when your employees feel supported, they give more, stay longer and talk a lot about your business.

“This is where performance and reputation really increase.”

Build your profitability analysis

The profitability analysis is clear.

When your employees feel valued and supported, they are more likely to stay, contribute and speak positively about your business.

You have a real opportunity to stimulate performance and build stronger teams considering the benefits as a key element in your wider HR strategy.

If you have found the useful above but you want even more information, Dan and Vanessa have recently joined us on a webinar to cover this subject in more detail and offer even more advice.

This free and practical session covers the way you can rationalize your pay and adapt your advantages to considerably improve the well-being, commitment and retention of employees.