Mental accounting is a concept that was coined by Richard Thaler, a behavioural economist, to describe how people put different values on money depending on context. If your perk is a source of controversy, it’s probably not right. Snack cupboards filled with calorific goodies are some people’s version of a sugary paradise, and others’ idea of obesogenic hell. And perks should be motivating to the widest possible group. They should not be touting mindfulness courses if they expect employees to work until they drop from exhaustion. Firms should not be offering employees access to advice on financial well-being if they pay worse than everyone else. Perks should reinforce a culture, not be undermined by it. But other companies have abandoned the policy because the absence of clear rules leaves employees unsure how much time they can really take off some take less than they did under a fixed allocation of vacation days. Several firms, Goldman Sachs and Netflix among them, tout the fact that they offer members of staff unlimited holidays. Perks that sound great in theory may not work out that well in practice. A poll conducted last year for Trusaic, a software firm, asked American workers what perks they would like to see introduced: the top answer was hangover leave. Asking employees may not always yield good answers. Working out which perks are valuable to workers is hard.
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