A firm answer: it will only make sense if we manage it effectively and efficiently.
Indeed, organizations need effective and efficient management to retain talent. Winning talent is an individual matter and a key element in any organization.
The emotional salary 3.0 will consist of a series of measures, among which work-life balance initiatives carry the greatest weight. These measures must be managed with timeliness, precision, and breadth. However, a one-size-fits-all approach is not appropriate here, and no effort made by an organization will make sense unless it is adapted to each person’s real needs.
Communication also plays an essential role, since I may have the best measures, but if we turn to a legendary phrase that is particularly relevant here, what is not communicated does not exist. If your employees do not know what you are offering them, the importance of that emotional salary is zero.
If talent is the most valuable asset an organization has, and if we are going to manage it in a dynamic and highly competitive market, will we have any choice but to ask whether what I am doing—whether my measures as an employer—are meeting the needs I want them to meet?
Yes. That is right. When the employee’s perceived value of what I am offering exceeds the cost of that measure, we achieve greater satisfaction. Good—this is the way forward. However, it is vital to establish a correlation between motivation and results, so it is necessary to conduct a specific study of satisfaction with benefits and compensation.
Indeed, the value proposition must contain emotional salary elements that help align the company’s objectives with people’s efforts in order to build an employer brand and foster pride in belonging. It must be clear that leading the market means leading in employer branding.
The new emotional salary 3.0 requires both new and existing services, but managed differently. In line with the points outlined above, and to meet people’s real needs, Alares has designed a plan to provide an immediate and direct response for employees and their families while they work, enabling them to develop their personal, professional, and family lives with a better quality of life. Thus, the Alares 360º Plan offers Work-Family Reconciliation, Diversity, Equality, Disability, and Gender-Based Violence services—fully innovative services that quickly pay for themselves by directly contributing to reducing absenteeism and, consequently, improving productivity.
Surveys conducted among Alares clients show that, on average, they have reduced absenteeism by 17% through the implementation of its services. More than 50% is caused by family-related problems, around 18% by carrying out tasks related to leisure, professional development, administrative procedures, and so on, and approximately 10% by matters related to the home and vehicle (purchases, rentals, repairs, driving-license renewals, etc.). In addition, all purchases made through Alares may count as an alternative measure, as it is a Special Employment Centre. This Plan includes five major complementary areas, all at a minimum cost per employee per month.
Work-life balance services, Assistance with Equality in Employment, Mobbing and Workplace Harassment, Diversity Management within the Workforce, Integration of people with Disabilities in the Company,Prevention and Awareness of Gender-Based Violence, and Assistance before Filing a Complaint for Employees and their Families.
In addition, all companies that implement this Plan automatically receive the Alares Certificate of "Socially Responsible Company with its Workforce".
All these key points, as well as the full development of the Alares 360º Plan, were highlighted at an event organized by Alares and Compensa Capital Humano in Barcelona and Madrid. Among the speakers present were Mr. Javier Benavente Barrón, President of Alares; Mercedes Pascual, Director of the Alares 360º Plan; Mr. Enrique Arce, Director of Compensa Capital Humano; and Carlos Delgado, Chief Executive Officer of Compensa Capital Humano.
