The Top 3 Benefits Irish Employees Want (But Don’t Ask For)

Most Irish employees would rather quietly update their CV than tell their manager why they're thinking about quitting. Call it politeness. Call it stoicism. Call it painfully Irish.

The data behind staff turnover isn’t so tight-lipped. A recent study found that 6 in 10 employees would switch jobs for better workplace benefits. Not higher pay, or a fancier job title. Benefits. 

That's the paradox HR and finance leaders are up against right now. The thing most likely to make your people stay is also one of the things they're least likely to ask for out loud. And whether it's because they don't think it's negotiable or simply don't know what's possible, the silence is costing businesses talent they can't afford to lose.

Here are three benefits that can genuinely change how people feel about coming to work, but that most employees will never directly ask for.

#1: Financial wellbeing beyond the pay cheque

With the cost of living creeping up from every direction, a competitive salary is no longer enough to make someone feel financially secure.

Nearly half of UK workers reported living pay cheque to pay cheque in the past year. That's a significant chunk of your workforce sitting at their desk, anxious about money and trying to focus on what needs doing. The pressure doesn't stay at home. It comes in through the door every Monday morning, sits in meetings and chips away at concentration and output.

So what are employers doing about it? Not much as it turns out. 59% of staff say financial concerns prevent them from performing their best at work – yet roughly the same number (53%) say their organisation offers no financial wellbeing support whatsoever.

This doesn't have to mean expensive overhauls. Financial education workshops, access to an EAP with financial counselling, enhanced pension contributions or even shopping discount platforms can all make a meaningful difference. 

Your people probably aren't going to raise their hand in a meeting to say they’re struggling with money. But they are hoping someone's paying attention.

#2: Flexibility that’s actually flexible

Flexible and hybrid working has been talked to death. Candidates expect it. Saying you offer it won’t set you apart – though proving it to people will.

Employees can tell the difference between a vague mention of flexibility in a workplace policy doc and a company that actually means it. The distinction matters, especially now that work-life balance has overtaken salary as a priority for employees across all groups. 

They’d prefer a job where leaving at 4pm for school pick-up doesn't require an apology. Where no one's tracking who's online at 8am, or where the answer to ‘can I work from home on Friday?’ is technically yes… but culturally no.

That gap – between flexibility as a policy and flexibility as a culture – is where a lot of goodwill quickly disappears. 

Getting it right doesn't require a radical restructure. It takes senior leaders who model the behaviour and managers who don’t fire off emails at 10pm with an unspoken expectation of a reply. Most of all, it comes down to a genuine agreement, not just an assumption, about how and where work gets done.

The organisations that figure this out tend to keep people longer. The ones that don't often find out too late, usually when they get handed a notice letter.

#3: Mental health support that doesn’t require a crisis first

Maybe you've spotted the signs. The employee who's been quieter than usual in meetings. The high performer who recently had an unusual drop-off. The manager who's first in and last out but hasn't taken a day off in months

Mental health problems affect 1 in 4 people each year – and yet many workplaces still treat stress, anxiety and depression as something that happens outside of work, not partly because of it.

Most people won't raise an issue unless they absolutely have to. There's a particular stigma that still clings to mental health at work, which is part fear of being judged and part worry about being seen as unable to cope. People learn to mask it, push through it and pretend everything is okay until they can't anymore. By the time problems surface, they’ve usually been building for a long time and already had an impact on performance.

So what can you do about it? A mental health-focused EAP gives employees a confidential route to support, from counselling and cognitive behavioural therapy through to crisis helplines and stress management resources. When paired with trained mental health first aiders and a culture that makes it safe to say ‘I'm not okay’, it doesn't need to be complicated. It just needs to exist.

Great benefits aren't a cost. A revolving door is.

There's a tendency to frame employee benefits as a people issue – something HR cares about, finance tolerates and leadership approves once a year with mild reluctance.

The numbers tell a different story. Replacing an employee typically costs between 50% and 200% of their annual salary once you factor in recruitment fees, onboarding time and lost productivity. Benefits gaps drive staff turnover, which drives replacement hiring costs. And those costs destroy margins in a way that a decent EAP or a flexible working culture never would.

The organisations that treat their benefits package as a commercial decision, not just an HR one, ultimately spend less on recruitment, see higher engagement and lose fewer people to competitors who think harder about what their workforce actually needs.

The three benefits covered in this piece aren't radical. They're not expensive. They're just things your people are quietly hoping exist – and that most employers are yet to get right.