In an increasingly competitive context, new tools are emerging from Management that seek to retain valuable personnel for each company: those people who allow them to win battles on different fronts of the market.
One of the concepts that emerged more recently is that of "emotional salary", a variable that arises from the premise that not everything an employee does can be paid for with money. In particular, motivation.
This notion, which is positioning itself strongly in Europe and the United States, aims to offer a better quality of life and work rather than pocket money. And while it can be a utopia, the truth is that there are areas in which it is a very effective way of motivating staff (provided that - in addition - the salary is adequate)
The idea is to give the employee an acknowledgment - a “payment in kind” - that makes him feel “a pat on the back”.
An example? That they congratulate her publicly. That they offer you flexible hours, taking into account your personal needs. To be offered training opportunities, or a better physical work environment.
It is about granting certain privileges to which - by definition - not everyone will have access, that can make them feel valuable and valued by the company, and that propose to create emotional ties between the company and each employee, in a personalized way. For a reason it is also called: “a la carte salary”.
Sweetie? No, productivity.
It is no coincidence that this trend comes from the US and Europe. The crisis situation that the countries of the northern hemisphere are currently experiencing is driving more precarious employment situations than usual, and a general adjustment in wages.
As a result, companies are driven to use creativity to retain their people - even more valuable because of the difficult context in which they are developing - but with non-monetary incentives that add it to the project, strategy, goals and objectives of the company.
It should be noted that in parallel, the traditional concepts of motivation were changing, and today human capital seeks - in addition to an interesting salary - a good working climate, along with recognition and self-fulfillment, both personally and in your career. And among the reasons that talents argue for leaving the company, before other factors, stiffness or little flexibility is mentioned in relation to their needs.
This leads companies to try to become good places to work, both to retain their people and to continue to recruit talent.
In that context, the benefits of offering an emotional salary can be significant.
Without a doubt, achieving better motivation generates greater commitment and loyalty to the company. The staff turnover rate is reduced, which also means less investment in personnel selection, induction, training, etc.
To this can be added a lower degree of absenteeism and stress, which will generate a better working climate. The circle closes with an increase in productivity and profitability.
How to put together an emotional salary project .
Without a doubt, the emotional salary is a powerful tool to align personnel with the company's project.
But it is not a matter of satisfying the most ridiculous requests, nor of offering gold and Moor so that people stay.
From the HR area, this new concept should be added to other motivational tools, visible or not, that the organization offers its staff.
The idea is to start by getting to know the talents of each company, identifying their needs, and analyzing how their satisfaction contributes to the objectives of the organization and pays off for the company.
The objective of the emotional salary is to reward good performance by creating the complementary conditions of what the employee specifically takes in his pocket, so that he feels happy with the company and continuously chooses it as an employer.
