Personalization, data and strategic storytelling are reshaping total rewards
Once considered luxuries, flexible work schedules, remote options, and even health and wellness allowances have moved into the category of expected benefits.
At the same time, expectations around support for personal well-being have increased. Workers want more than just coverage; they’re looking for care that reflects who they are and where they are in life.
In fact, 66 per cent of employees say they want to see more voluntary add-ons, and most are willing to spend between $15 and $50 per month for additional coverage—if it is easily accessible through their employment, according to Perigon Life.
That shift is pressuring employers to redefine what a successful benefits program looks like. According to Sally Benn, SVP, Group Customers at Venngo, one of the most important changes is the need for tailored offerings that speak directly to individual circumstances.
“Employers want thriving staff, and at the same time, creating a culture of care, which really translates to caring about employees as people and looking at their individual needs,” she explains.
Customization has become central to Total Rewards strategies.
“That one-size-fits-all approach is no longer enough,” Benn says. “Some innovative trends include Total Rewards personalization through offering flexibility and choice to meet diverse needs saying to employees that we care about you.”
Rethinking rewards for a diverse, data-driven workforce
She points out that modern workplaces are increasingly multigenerational and diverse in their needs.That raises the question: what should employers actually offer? And more importantly, what do people use and value most?
“We have a constantly evolving workforce with changing demographics; you're talking about diversity in age, background, values in the workplace, technology impacts, all of which are challenging organizations to rethink Total Reward strategies," she says. “Everyone wants their needs addressed, but there's not enough money to go around and meet all of those needs. So, the question then is, what should we offer and what products do people value the most?”
For employers, that means taking a data-driven approach to strategy—grounded in listening, analysis and tracking what’s working.
“You want to look at the offerings you currently have, assess your budgets, and then you want to look at usage and return on that investment,” Benn says. “You have to understand your people demographics life stages, career stages, gender distribution and lifestyle preferences.”
Technology is playing a growing role in that effort. From personalization to operational efficiency, tools like AI are allowing organizations to respond more quickly and accurately to employee needs.
“It's like when an employee has a life event and is prompted to add their new dependant on to their benefits plan,” she says.
From awareness to impact: why communication and flexibility will define the future of rewards
But while employers work hard to offer meaningful options, they’re often failing to communicate their value. Many employees don’t fully understand or engage with the benefits available to them—not because they don’t care, but because the message hasn’t landed. Benn believes companies need to be far more strategic in how they talk about what’s on offer.
“Top companies aren't necessarily offering more, but they're communicating what they have better,” she says. “If you have a tagline and brand for your program, for example, then you can certainly create that integrated, cohesive type of communication plan.”
The issue isn’t usually a lack of content, but the way it’s delivered.
“If you're misfiring, then maybe you’re not leveraging the multitude of communication vehicles you have and integrating it into your existing HR process” Benn says. “People will come away with something that's very relatable if you use storytelling to show examples of how people have used certain benefits. If you leverage storytelling, it'll give that extra level of appreciation and make it real for staff.”
As personalization and targeted communication become the new standard, the bar for total rewards will keep rising. And with more workers managing side hustles or multiple jobs, employers may soon be rethinking what a Total Rewards package even needs to address.
“People want flexibility and choice, and I think if Total Rewards are more personalized and targeted for that individual and their needs, it's going to resonate more with those individuals,” Benn says.
“That's the growing trend of managing multiple concurrent jobs rather than just relying on a single source of income,” she explains. “We know that almost 40% of workers are poly-working with a side hustle or additional job. And so, with this in mind, the question will be, how are we going to evaluate our Total Rewards programs, and how are we going to consider the future of work?”
