Dear clients and friends,
What is emotional salary?
Emotional salary is comprised of incentives beyond the economic aspect, granted to employees by the employer, with the purpose of making their work more enjoyable and improving their quality of life and perception regarding their relationship with the company.
Companies have valued the importance of thanking for a job beyond salary. Furthermore, they considered that giving employees services that add value allowed employees to be more satisfied and committed with the company, retained talent and improved productivity.
Thus, companies that have invested in “emotional salary” have found personnel rotation to be lower than at other companies, reduced costs in employee selection and training, reduced levels of work absenteeism, and placed their companies among the most sough-after for work.
Examples of emotional salary:
One of them is personal recognition. Words of commendation from superiors toward employees create extraordinary motivation. Another is facilitating work from home, since most employees value the ability to reconcile work and family life and reduce transportation costs and inconveniences.
Another model of emotional salary gaining strength is schedule flexibility when the activity allows. One of the causes of burnout is the excessive requirement of being present at work even without pending tasks. Schedule flexibility avoids this problem.
Just as every person seeks to make their home as pleasant a space as possible, so the workplace must be enjoyable. The availability of areas for rest or even recreation, natural lighting, attractive wall colors, plants or artwork in offices and common areas, contribute to improving the mood of employees and has effects on their performance.
Employee motivation and good relationships between them and with their superiors are fundamental to the labor environment.
Each worker is an individual with their own expectations. The aims of a young employee may not be the same as those of a senior one, nor those of a father or mother the same as an employee without children, men or women, or a veteran executive and a manual laborer…
Therefore, management and human resources must value each individual differently and adapt emotional salary to their needs.
