5 of the Most Popular Workplace Perks Employees Want Right Now

I’ve spent considerable time speaking with employees across the businesses I acquire and turnaround. What they want from employers has shifted noticeably in recent years. It’s not just salary anymore. It’s not even primarily about salary for many people. Instead, employees are increasingly drawn to organisations that invest in their wellbeing, development, and quality of life. If you’re trying to attract and retain talent, understanding what genuinely matters to people is essential. Here are the perks driving employee choices right now.

How can you improve gym memberships and physical wellness support?

Employees increasingly see physical fitness as fundamental to their quality of life. Organisations that subsidise gym memberships or provide onsite fitness facilities signal that they value employee wellbeing beyond pure productivity. This isn’t just about fitness—it’s about reducing stress, improving sleep, and managing the mental health benefits that come from regular exercise.

What I’ve noticed is that employees appreciate this most when it’s genuinely accessible. A gym membership is meaningless if the gym is inconveniently located. Onsite facilities work better because they remove friction from the decision to exercise. Some organisations I work with offer lunchtime fitness classes or standing desk options. The specifics matter less than showing genuine commitment to physical health.

How can you improve wellness applications and mental health tools?

Mental health support has become a genuine priority for employees. Beyond traditional benefits, people want access to wellness applications—meditation platforms, stress management tools, mental health coaching. These feel less stigmatised than traditional counselling and provide accessible support for routine mental health challenges rather than waiting until crisis point.

I’ve found that employees value employers who provide these tools and actively normalise their use. When leadership talks about using meditation apps or mental health resources, it signals that these aren’t treatments only for people in crisis—they’re standard tools for ongoing wellbeing. This shifts how openly people engage with them.

How can you improve comprehensive health insurance coverage?

Employees want health insurance that genuinely covers what they need. Not minimal coverage, but plans that include dental, vision, mental health services, and preventative care without punishing out-of-pocket expenses. During acquisitions, I’ve noticed employees often cite health insurance quality as a primary concern about job security. If your organisation’s health benefits are weak, people start planning their exit.

This is straightforward business: better health insurance leads to healthier, more productive employees and lower turnover. It’s not expensive relative to recruitment and training costs of replacing someone who left because your benefits were inadequate.

Paid Time for Volunteering and Professional Development

Increasingly, employees want to feel like their employer values their growth and their contribution to broader society. Paid time off to volunteer signals this. Some organisations offer days per year specifically for volunteering. Others allow people to use some annual leave allowance for volunteer work.

Similarly, paid time or financial support for professional development matters significantly. Whether it’s conference attendance, course fees, or study leave for qualifications, employees value organisations that invest in their capabilities. This benefits both the employee and the organisation because upskilled employees become more valuable and more engaged.

What I’ve observed is that employees don’t necessarily use all available development time or volunteer leave, but they value having it available. It signals that the organisation believes in their growth and isn’t viewing them purely as production units.

Building a Benefits Strategy That Actually Works

None of these perks matter if they’re offered as performative gestures. People see through window dressing. What actually works is genuinely valuing employee wellbeing in a way that shows through the benefits you offer and how you talk about them. When I’m assessing an organisation’s ability to retain talent, I look at benefits not as a checkbox but as evidence of how much leadership genuinely cares about people.

If you’re trying to attract and retain better employees, survey what your team actually wants rather than guessing. Different demographics and life stages value different things. Someone with young children might prioritise flexible working over gym membership. Someone else might want the opposite. Listen to what your people actually need and build benefits around that rather than copying what other organisations offer.

Related reading: Returning to work: How to support anxious staff and minimise workplace stress, How to cope when an integral team member goes off sick and Your Employees Won’t Ask for Help With Their Mental Health. Here’s Why – and What to Do Next.

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