Why Workplace Perks Are Driving Talent Away — And How to Fix Them

Perks are meant to attract and retain top talent, but when they’re poorly executed, they can do the opposite. Instead of boosting engagement, some workplace perks create stress, erode trust, and drive great candidates away. These ‘anti-perks’—benefits that sound good on paper but fall flat in practice—are a growing issue in today’s job market.

In an opinion piece published on Inc.com, Mandy Gilbert says workplace perks should support employees in meaningful ways, not just look good in job postings. To build a strong, engaged workforce, companies need to rethink how they offer benefits. Here’s why anti-perks are pushing talent away—and what organizations can do to fix them.

What Are Anti-Perks?

Anti-perks are workplace benefits that sound appealing but, in practice, create stress or dissatisfaction. They often lack structure, clarity, or real alignment with employee needs.

Take unlimited PTO, for example. While designed to encourage work-life balance, many employees take fewer days off due to unclear expectations or fear of being judged. Similarly, remote work can blur boundaries between professional and personal life, leaving employees feeling like they’re always “on.”

Gallup’s research in The Great Detachment: Why Employees Feel Stuck highlights how disengagement is at an all-time high. Only 45% of employees report having clear expectations at work, and just 30% feel connected to their company’s mission—a record low. Without a strong foundation of trust and clarity, perks can quickly backfire.

How Anti-Perks Push Talent Away

When workplace perks fail, they don’t just disappoint employees—they actively damage trust and engagement.

• Eroding Trust: When companies offer perks that sound great but fail in execution, employees feel misled. Unused unlimited PTO, or a remote work culture where people feel pressured to be available 24/7, can create a disconnect between expectations and reality.
• Driving Disengagement: According to The Great Detachment, 73% of employees have experienced disruptive change in the past year, contributing to burnout. Anti-perks only make it worse by failing to address real employee needs.
• Hurting Employer Branding: In today’s transparent job market, employees share their experiences online. Negative reviews about perks that don’t work as promised can damage a company’s reputation, making it harder to attract talent.

How to Fix Workplace Perks

To move past anti-perks, companies must offer workplace perks that are clear, meaningful, and aligned with employee needs. Here’s what that looks like:

Clear and Usable Benefits: Policies should be structured and easy to understand. Instead of vague unlimited PTO policies, offer a set number of days off and encourage employees to use them. Remote work should come with clear expectations that support work-life balance.

Genuine Well-Being Support: Wellness benefits—such as therapy stipends or mental health programs—only work if employees have manageable workloads. Companies should normalize setting boundaries so employees don’t feel guilty for prioritizing their health.

Opportunities for Growth: Employees value career development. Training programs, mentorship, and learning stipends help employees see a future within the company.

Tailored Benefits: One-size-fits-all perks don’t work. Recognizing diverse needs—whether it’s childcare support for working parents or student loan assistance for younger employees—creates more meaningful engagement.

Authentic Communication: Employers should regularly ask employees for feedback on benefits and be open to making changes. Workplace perks should evolve to meet the needs of the workforce.

The Future of Workplace Perks

To create a workplace where perks enhance—not erode—employee satisfaction, organizations must rethink their approach. Anti-perks fail because they’re disconnected from what employees actually need: clarity, flexibility, and genuine support.

Mandy Gilbert’s insights in The Great Detachment highlight that when companies improve clarity of expectations and connection to mission, turnover drops by 32% and productivity rises by 15%. These numbers show that employee engagement isn’t about flashy perks—it’s about delivering on promises.

The best workplace perks aren’t gimmicks; they build trust and well-being. By moving away from anti-perks and offering real value, companies can create stronger teams, retain top talent, and foster a workplace culture that truly works.

Cogs is an executive search and recruitment agency specialising in connecting creative-minded individuals with global career opportunities.

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This article is based on an article from Inc.com, read the full article here.