Organisationally, we refer to it as employee engagement, but let’s call it what it truly is, happiness at work. For all the perks and benefits, employees are not that happy.

Engagement levels are dropping to their lowest level in more than a decade. In the United States, that translates to nearly five million fewer employees now engaged (or happy) in their work. As for retention, one-third of new employees quit after about six months. Right back where we started, hiring and rehiring, this time let’s think carefully about what we offer.

All the perks and benefits and it’s still not enough. With falling engagement levels and retention rates, productivity is an inevitable fallout. Yet milestones must be achieved, shareholder value created and customer deliverables met. Who carries the workload gap?

If you are lucky, it’s your manager. Does their work–life balance, and wellbeing not matter? It should. Over 50 percent of managers feel burned out, a higher number than our employees. Or is your customer the one who is paying? It’s probably both.

Employee motivators are not what they were. In 2018, a Deloitte survey found pay and a positive culture were at the top of the wish list for Millennials and gen Z, with benefits and perks such as flexibility and wellbeing right down the list. Now, so strong are benefits like flexibility that 98 percent of the workforce want it and in Europe, 66 percent believe it should be a legal right.

It might seem it is all about the perks, but that’s up to us to shift the mindset to reengage and motivate. Select the perks and benefits that are of actual value to your employees and get rid of the token gestures. Ensure the benefits work for your organisation, fit your culture and serve your customers. Own them. Then, put in place the right structures to support your employees and business.