The real value of the ESB for organisations is in the information it can provide. However, the responsibility to determine how to use the information to increase the Emotional Salary of their employees falls to the organisation, which can take it into account together with other variables that are considered relevant.
Examples of how the ESB can be of use and add value for organisations are the following:
By identifying what employees value most, organisations can build HR and people development strategies that help retain their most valuable talent.
When actively monitoring the Emotional Salary of their employees, the organisation becomes more attractive to potential recruits and gains a competitive advantage.
The ESB will help to highlight patterns and trends throughout the organisation. As well as facilitating the implementation of strategy, it can be used to identify issues and challenges that HR or the leadership team may not have previously been aware of.
By providing employees with a detailed personalised report on their Emotional Salary and how to increase it, organisations are empowering them to take responsibility and be proactive in the implementation of measures that improve their emotional wellbeing at work.
Diversity & Inclusion:
By identifying what importance different employee groups place on the different elements of Emotional Salary, organisations can create targeted strategies to improve diversity and inclusion.
By actively tracking Emotional Salary over a period of time, organisations can identify the root causes of any changes such as changes in leadership, strategy, relocation, policies etc.