“Employers that are able to provide that more holistic care to help with people’s vitality and wellbeing will in return get employees that are more productive, loyal and dedicated to their organisational goals.”


WENDY SHERRY, CEO AMERICAS, CIGNA HEALTHCARE


of getting their health costs met along with their other needs and there is stress that comes with that. So employers definitely have a clear role here to provide better support for individuals.” Sherry’s suggestion to employers? Think of the


workplace as more than just a place of work. “Employers that are able to provide that more holistic care to help with people’s vitality and wellbeing will in return get employees that are more productive, loyal and dedicated to their organisational goals.” This was echoed by Ebighe Emafo, senior vice


president, people and culture at the International Rescue Committee. “We’re really witnessing a shift from a typically transactional-based approach to a more experience-based approach that is anchored in trust, particularly for those organisations that really want to have a talent advantage. “It’s a real move from that old rule-based way of


work to employers and employees co-creating to improve the workplace experience. People are also looking to enhance the impact they make, both in and outside of work, in a way that aligns with what matters to them outside of work, and I think we’re going to see more of that as time goes on.”


TRANSACTIONAL ELEMENTS STILL MATTER But according to Davide Ravasi, professor of strategy and entrepreneurship and director of UCL School of Management, despite shifting employee behaviour, many of the same rules still apply. “I agree change is here, that we want a work-life


balance and that younger generations may be placing more emphasis on relational things like flexibility, growth, belonging and values, but I would not overstate that. Transactional elements still matter and there is a risk that we forget that.” Transactional benefits are particularly important for


a lot of young people, said Ravasi. They also still matter for people who may not already be well paid, or who cannot afford to be picky over what roles they do, and whether it has meaning to them. “Furthermore, those younger generations are going


to get older and want to build homes and families, which will likely cause them to value those transactional elements even more. And let’s not forget, sometimes the transactional is the relational. If someone wants to feel valued, one way of showing them that is by reward, whether that’s promotion, investing in training or better pay. Things are changing, but some things have not entirely changed.”


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