The Emotional Salary: What Companies Owe Their Employees


El Universal publishes advice from a JeffreyGroup communications expert.

It’s been one year since everything changed: our routines, environments, how we work and relate to each other.

We discussed the benefits of remote work, its pros and cons, and the future of work, offices, and employee roles. We even inserted work into our teams’ homes, routines, and families.

We talked about technology, connectivity, tools, and devices, but what about the people at the other end of the video chat?

Oddly, we have not devoted the same time and energy to the development and expectations placed on our talent.

A good internal communication strategy is not sufficient, as traditional channels may have run out of audiences. A career plan that made sense one year ago might have unimaginable problems today.

Emotional, non-economic pay compensation is more important than ever. A worker’s productivity can increase by 33% through training, a flexible schedule, and pay increases.

Last year, lockdowns erased the separation between home and work life. Workers’ soft skills enabled them to adapt and discover of new talents and hobbies.

We must explore the cornerstone of any company or organization: its team, its talent.

At JeffreyGroup, we know it’s all about the team. We must therefore reflect on what must be done now and in the future to strengthen that team, the people who make it up, the shared talent, and the environmental factors that enable its growth and development.

There are 5 Foundational Pillars:

Diagnose. What we know has evolved. Motivations, needs, and expectations respond to factors we need to know, analyze, and understand.

Design and planning. New strategies and methods to make closer connections. Listen to staff with different responsibilities and areas of expertise who know how to run an organization’s machinery.

Implement new forms of communication. From universal channels and tools to narratives and messages that resonate and build a sense of belonging beyond simply sharing a physical space.

Training. Professional, emotional, and personal. Enable and motivate staff to efficiently complete their work, face challenges, and feel like members of the team, even if they work remotely.

Ambassadors. Our team members are our most important spokespeople and ambassadors. We must recognize that this is a reciprocal relationship. They must feel supported and empowered by the company they represent.

It’s time to listen to employees and place a clear and consistent strategy at the center of decision-making to maintain, develop, and support them.

For more information, contact Brian Burlingame, CEO +1 (305) 860-1000 Ext. 103