Steven Piluso, a seasoned consultant in marketing operations, proposes that companies adopt unique benefits to cultivate dedication and fealty among younger employees. In his view, perks such as professional development opportunities, increased personal leave, and flexible work schedules can effectively attract and maintain younger staff members.
Piluso also emphasizes creating a work environment where employees feel treasured and acknowledged. Companies can satisfy their employees by recognizing worker accomplishments and promoting a culture of collective success. Moreover, institutions that provide comprehensive healthcare programs, economic wellness programs, and mental health resources can meet the needs of younger employees.
Piluso also suggests mentoring programs to assist employees to maximize their potential and establish their careers within the company. These actions result in more productivity, long-term growth, and elevated employee satisfaction.
He then contends against the stereotype of millennials and Gen Z as unstable and self-centered. Instead, he blames it on the lack of incentives for employee loyalty and unstable work environments resulting from changing economics and societal norms over the years.
Adapting workplace benefits for younger staff retention
Shifting societal norms and economic factors compounded with sparse opportunities have inadvertently bred these characteristics, and it is unfair to label an entire generation as such. Piluso advocates for providing stable opportunities and substantial incentives, which he believes will foster loyalty amongst these generations.
Piluso refers to his early professional life, where, guided by his grandfather’s advice, he aspired to lifetime employment. He believed that nurturing the company would result in the company nurturing him in return. Nevertheless, the stark reality of corporate culture, which prioritized profits over employees’ well-being, demoralized him.
Three years into his profession, his employer abolished the pension scheme and introduced 401(k) plans, leading to his disillusionment with the corporate world.
After witnessing the removal of the loyalty reward system, Piluso, like many of his colleagues, began to question the company’s commitment to its employees. This led to many veteran employees leaving the company. The erosion of trust triggered a mass quitting spree, as many prioritized their financial stability.
Piluso fears that the trust between employers and employees is fading. However, he remains optimistic that appreciating employee loyalty and revamping benefit programs to align with younger generations can reverse this trend.
