Benefits attract. Holistic security and trust stop.

Modern organizations are increasingly investing in benefits and the image of the employer, but non-wage supplements alone are not enough to keep employees longer. What is the foundation of an organization today that determines its sustainability and the loyalty of its employees?

Trust as the foundation of the organization: OSH → relationships → commitment

Well-matched benefits can increase the attractiveness of the job offer and attract candidates, but what happens next? How to make an employee want to stay in the organization for longer and see the meaning of his work?

Research by the Central Institute of Labor Protection — PIB shows that occupational safety and the way of managing the OSH area really affect the level of employee confidence. A very strong relationship was observed between the evaluation of management activities and the confidence of employees - the correlation coefficient is as high as 0,85, which means an extremely strong relationship. Trust is built primarily through the actions of superiors. A low level of trust is most often due to the lack of credibility of leaders, understood as honesty, reliability and competence. Employees trust those supervisors who set an example through daily, authentic and consistent actions and keep their word.

At the same time, Enpulse's “Commitment 2025” report shows that 43% of employees do not trust the decisions of the board, indicating that the crisis of confidence is systemic rather than individual. A low level of trust translates directly into a lower level of commitment and motivation. JWhat does it have to do with job security? Very direct. When employees see that the management takes OSH issues seriously, the rules cease to be a formal set of rules and become a viable organizational code. The greater the trust, the greater the sense of security, and this is the starting point for building engagement and reducing turnover.

Employer Branding as a Real Business Investment

Employer Branding is often associated mainly with marketing communication and an attractive company image. In reality, however, it is a much broader process that involves both external and internal actions. The external EB is responsible for the way candidates and the job market perceive the organization. The data show that up to 78% of job seekers reject offers from companies with a weak employer brand (LinkedIn 2023).

However, it is much more important in the long term Employer Internal Branding - building an organizational culture based on the safety, trust and loyalty of employees. According to Gallup's 2023 report 83% of employees in organizations with a strong employer brand stay longer, which reduces turnover by up to 28%. Internal EB is not created through one-off actions or image campaigns. It is created by consistently building a work environment that responds to the real needs of employees. Benefits only matter if they are well matched and support the day-to-day functioning of the team.

Not coincidentally 62% of employees believe that the main role of HR is to build a strong employer brand. It is HR that best understands the needs of employees, the profile of the candidates and the elements that influence long-term commitment. Modern feedback tools and systems supporting team development and motivation also play a key role here.

Employees are tired of change: wellbeing as an organizational challenge

Since we are talking about internal Employer Branding, first of all it is necessary to pay attention to the real condition of the employees; their well-being, mental health and needs. The nationwide Artemis 2024 study “The pressure of change versus emotions and mental health in the workplace” shows the scale of the challenge:

• 52% employees feel emotional overload,
• 48% experiencing fatigue from changes,
• 55% declares that work causes stress and exhaustion.

These data indicate that organizations should limit internal changes that are not necessary or due to external factors. The modern work environment often operates in the belief that more initiatives mean more development - meanwhile, too much change becomes a source of overload. It is not enough to “flood” employees with benefits. Small, less spectacular actions are often more important: attention to work ergonomics, the office environment, the regularity of breaks, the involvement of leaders in communication training or real listening to the needs of the team. Sometimes the conversation itself improves the comfort of work.

The Artemis report also points to a significant cultural barrier − 44% of employees are afraid to talk about deteriorating mental health, and 41% consider the topic taboo. Breaking this barrier becomes one of the key tasks of modern organizations.

Well-being is the foundation of the organization

Data from the Mindgram Polska report “Survey of the well-being of Polish employees” 2023 show that the well-being of employees is at a critical point today:

• 78,1% the welfare of the employees is average or worse,
• 45% experiencing professional burnout,
• 39% feeling exhausted,
• 44% shows depressive symptoms,
• 45% experiencing anxiety symptoms.

These results clearly show that wellbeing is no longer a “soft” HR topic or an addition to the company's strategy and becomes its basis.

Benefits can attract the attention of candidates and temporarily increase satisfaction, but they are not able to replace a sense of security, stability and trust. Well-being is built through quality management, transparent communication, predictability of change and an organizational culture based on respect. It is these elements that create an environment in which the employee can function in the long term; without chronic tension and overload.

summary

Benefits help attract employees, but their stay in the organization is determined by the fundamentals: safety, trust and quality of relationships. Organizations that consider wellbeing and work culture as part of their business strategy build more stable teams and higher engagement. A holistic approach to occupational safety is no longer a choice — it becomes a prerequisite for the effective and sustainable development of the organization.

Sources

• Central Institute of Labor Protection — PIB, “Government Program for Improving Safety and Working Conditions” (2023—2025) https://www.ciop.pl/CIOPPortalWAR/file/101378/6_ZS_05_Wytyczne_Zarzadzanie_BHP_w_przedsiebiorstwach_2025.pdf
• Jobs Door — article on organizational culture and OSH
• Enpulse, “Commitment 2025" https://www.enpulse.eu/raport-zaangazowanie-2025-do-pobrania
• EY Poland — Employer Branding https://www.ey.com/pl_pl/insights/workforce/people-consulting/employer-branding-co-to-jest
• Gitnux — Employer Branding Statistics https://gitnux.org/employer-branding-statistics/
• Gallup, State of the Global Workplace 2023
• LinkedIn Workplace Research 2023
• Artemis report “The pressure of change and emotions and mental health in the workplace” https://polskiestowarzyszenieesg.pl/2024/06/19/jestesmy-zmeczeni-zmianami-wyniki-ogolnopolskiego-badania-presja-zmian-a-emocje-i-zdrowie-psychiczne-w-srodowisku-pracy/
• Mindgram Polska, “Survey of the well-being of Polish employees” 2023 https://ebook.mindgram.com/pl/raport-kondycja-psychiczna-polskich-pracownikow
• “Puls Biznesu” — HR conferences https://www.pb.pl/konferencje/human-resources/gdzie-lezy-granica-miedzy-odpowiedzialnoscia-zarzadow-i-pracownikow-czek-za-dobrostan-1208126