When a Benefit Ceases Being a Benefit

Yesterday, I received a call from a good friend and former co-worker. Cheryl (not her real name) has a naturally giving spirit, and has earned a reputation for going beyond the call of duty in order to serve her clients, coworkers, and company.

The topic of our conversation concerned her frustration with a present employer’s take on what she believed to be a straightforward policy with respect to an employee benefit. The issue was admittedly minor, but justifiably frustrating all the same.

Cheryl has a knack for finding good deals – both at work and home. The benefit in question concerned employee reimbursement for supplies used in the workplace. The reimbursement amount had a set limit which, to date, all employees had used to the maximum. When Cheryl discovered a way to purchase double the supplies for the same price, she found her benefit cut in half, and felt she was being penalized for being frugal.

Proverbs 18:17 reads: “The first to present his case seems right, till another comes forward and questions him.” It’s easy to see Cheryl’s point: she found a way to create greater value for her employer, and her employer illogically rejected her effort. As a result of Cheryl’s effort however, the employer had now discovered a way to reduce the overall cost of the originally intended reimbursement.

The question is not, and never is, about who is right and who is wrong. Most employee benefits are originally established with good intentions and with the hope of attracting and retaining good employees. Happy and conscientious employees help to create a pleasant and profitable workplace.

Now here’s the point: When an employee benefit becomes a contentious issue, it ceases to be an employee benefit. Many readers would be surprised to discover that the amount at issue in this story was only twenty-five dollars.

Turning benefits into barriers is surprisingly common. Employers can guard against inadvertently alienating employees by following these guidelines:

1. Before introduction of any new benefit, carefully consider what you are hoping to achieve.
2. Clearly communicate the purpose and parameters of all employee benefits – in writing!
3. Always remember why you established the benefit in the first place, and be prepared to alter it in favour of your employees when you discover that perception has changed.
4. Quietly congratulate yourself for elegantly adapting to change, and continuing to lead a happy and productive team.