“You have done a great job in this project”; “No problem if you need to leave before to go meet your daughter at school” or “do not need to come to the meeting, we will connect with you through videoconferencing.” There are some sentences that begin to be commonplace in the workplace. Receive recognition for the work done; Facilitate the reconciliation of personal and work life through flexible hours or the various teleworking mechanisms are measures that give a friendlier life for working people inside and outside the home. And there are reasons why, more and more, people choose a new job or remain the one they already have. They make up more than one salary: the emotional salary.
The emotional salary is the set of non-monetary remunerations that the worker receives from their organization and they complement the traditional salary with new creative formulas that adapt to the needs of today’s people. The emotional salary is divided into:
- Intrinsic elements: all the elements that are perceived subjective by the worker as a reward. For example, work satisfaction, delegation of responsibility, recognition of work, etc.
- Extrinsic elements: elements with a quantifiable cost for the organization that the worker perceives as an objective benefit. In this category, the new formulas for flexible remuneration or the letter, the measures to reconcile personal and work life, complementary services such as health insurances, training payment, travel expenses cover, restaurant ticket, etc.
Emotional wages are becoming increasingly important in a labor world permeable to changes in values of today’s society.
Emotional wages help attract and retain talent
According to the guide ‘How to prepare a Plan that promotes the organization of the time the healthiest, egalitarian and efficient company’, competitive companies offer innovative and global offers of jobs with added value, understanding that the added value is, precisely, attention to the individual life reality of the staff. In this sense, measures aimed at balancing personal and work life, as emotional intangibles, end up being materialized in a differentiating and competitive market value for companies. In addition, the most competitive environments generate benefits for the organizations more autonomous workers, free to organize their work, and that participate in the dynamics of the company.
Attracting talented people and knowing how to retain them also becomes a competitive need for companies. The characteristics of the work considered ideal are based on other extrasalarial motivations, among which the development of stimulating or professional development tasks, a good work environment and a good work schedule play an important role.