See how leading organizations are promoting Resilience through benefits.
Watch the on-demand sessions from HUB International's 2021 Virtual Summit to learn more.

By Joe Torella and Ashley Thomalla

Years after the COVID-19 pandemic has passed, its effect upon the workplace will remain: The nature of work will never be the same.

That puts employers in a new position, trying to manage compensation, benefits and training to keep their workforces motivated and happy in an environment of changed employee expectations. The programs in place to attract and retain people must be adjusted accordingly.

Employers need to rethink how they frame and deliver compensation and benefits — the two largest and most tangible elements in a total rewards strategy.

And the endgame isn’t simply adding new benefits. Employers need to rethink their strategy in a way that focuses on individuals, not large categories of workers.

A workforce without walls changes the Total Rewards dynamic

Last summer, 82% of company leaders said that some form of remote working would become permanent,[1] while as of December 2020, nearly 42% of the U.S. workforce was working remotely.[2] And employees are on board: according to another survey, 96% would be happy with remote working in any form, full or partial.[3]

A workforce without walls can turn the concept of total rewards on its head. If employees don’t have to live close to a central location, it can have profound effects on compensation and benefits. It changes workers’ expectations on pay, benefits and their corporate culture, as well as commuting with its associated stresses like time, aggravation and cost.

And with more employees no longer tied to a location for work, the competition for talent will increase, as will the pool of available talent. Employers should undertake a strategic examination of what makes sense for them and what sets them apart — this will help them reframe Total Rewards for a workforce without walls.

HUB Workforce Persona Analysis for total rewards

How do organizations proceed? A one-size-fits-all approach to compensation, benefits, and culture fits none. Instead, organizations should look to HUB Workforce Persona Analysis. Our analysis has the ability to segment employee populations at a deeper level than traditional categories such as “Baby Boomers” or “Gen Z” and account for all the nuanced variations in between.

Employers can fashion a better idea of what employees want and need with expanded census data that includes geographic details, demographics, title or function, tenure, pay and benefit choices. Analyzing that data using innovative methods gives employers a clearer picture of employees’ goals, motivations and their pain points. A thorough analysis looks beyond traditional considerations associated with an average employee, helping identify the needs of executives and principals within the organization.

Compare two general categories in the newly hired category:

  • Up to 75% of “fresh face” hires — no older than 25 — are still on their parents’ health plan. Instead of healthcare and retirement benefits, this group may value student loan debt relief instead. Working from home may not show how well they’re growing professionally and fitting into the organization’s culture. They may benefit from coaching and public recognition of their work achievements.
  • Ranging in age from 26 to 34, so-called “middle-stage” hires are often starting on their second or third job. Many are starting families or have young children, which shapes their perspective on benefits, particularly when working at home and where work-life effectiveness (not necessarily balance) is important. Individuals will benefit from wellness initiatives and employee assistance programs that direct participants to the right resources.

What’s important to remember is that not every “fresh face” or “middle-stage” hire is going to want the same thing — some 25-year-olds need health insurance and many 34-year-olds aren’t starting families and aren’t as concerned about work-life fit. In using demographic and employee information to create more granular personas, you can identify these differences and build a Total Rewards plan for each that improves employee engagement, attracts and retains talent, and positions your organization for the new normal: a workplace without walls. 

Contact a HUB Employee Benefits expert to learn more about HUB Workforce Persona Analysis and Total Rewards strategies in a workplace without walls to confer a sustainable competitive advantage to your organization.

[1]Gartner, “Gartner Survey Reveals 82% of Company Leaders Plan to Allow Employees to Work Remotely Some of the Time, July 14, 2020.

[2]Upwork, “Upwork Study Finds 22% of American Workforce Will Be Remote by 2025,” December 15, 2020.

[3]Flexjobs, “Remote Work Statistics: Navigating the New Normal,” December 21, 2020.