In 2025, in terms of reward and benefits priorities, leaders should focus on fostering a workplace where colleagues feel valued, supported and appreciated for their contributions. While financial rewards do matter, non-monetary benefits also play a significant role in building a supportive culture of belonging and motivation.
A key priority is embedding a consistent approach to recognising and appreciating colleagues. Genuine acts of gratitude, whether a thank-you in a team meeting or a personalised message from a leader, can have a profound impact on employees’ morale and engagement. It should be part of the day-to-day culture, empowering everyone to celebrate each other’s achievements, big and small.
Wellbeing, in its broadest sense, should also be a priority. Focus on benefits that support physical, mental and emotional health; but do not guess what people need or want. It is vital to ask them, and be clear on what is and is not going to be possible. And do not use wellbeing as a sticking plaster to mask underlying issues in the workplace, such as job overload, lack of resources or poor managers. Leaders need to address the real problem and work to solve that rather than relying on perks to satisfy their people.
Another priority should be to foster strong and meaningful connections and promote collaboration. Emphasis team-building opportunities, mentoring schemes and inclusive events to strengthen relationships across an organisation. Feeling connected to colleagues and the organisation’s purpose is a reward in itself, and results in higher engagement.
Georgina Reeves-Saad is employee engagement and experience lead, global HR, at The British Council
