We’ve all had it- that awful unexploded bomb of an email from a client sat in your inbox. So what do you do next? This article will walk you through my tried-and-tested process for handling a difficult communication, so you’ll be able to head into any negotiation feeling prepared.
It is so tempting, in those first moments, to fire back with a few home truths, or alternatively to loathe the idea of conflict so much that you grit your teeth and give in to their unreasonable demands. Instead of doing either of those things, remember this:
You only win if you get what you want.
A trite phrase, but memorable, which is why it’s important here- in these early moments, your body is physically reacting to a stressful situation, and you may not be at your calmest, most rational best. So having a ridiculous catchphrase to use as your compass is actually quite useful. Remember it and let it pull you back to your objective- achieving success in your negotiation.
The point is to focus on the OUTCOME. Negotiations are a multi-step process (even if they’re just a couple of emails) and from this moment, everything you say and do should be geared towards delivering the outcome that is best for you and your business. If you need to get something off your chest, scream in frustration, that’s fine- but do that separately, and out of your client’s hearing. For now, focus on identifying what outcome you’re after, and working through the steps necessary to achieve that.
Before sitting down to draft a response, it is essential to do some information-gathering and analysis. Here are the steps to walk through, in this order, to equip you with the information you need to decide on a strategy for your reply.
Do some digging and consider the following:
– If you have a contract, what do the terms say?
– Where do things stand in terms of finances/invoicing? How much money do they owe you?
– Where are you with deliverables- what has been done, what has been handed over, what is left to do? How does that line up with your contractual commitments?
– Are there wider relationship/ business issues to consider? Is this client particularly influential, or linked to other clients of yours?
– What is the potential impact, on you, of what they are asking of you?
The list above is just a suggestion, as every situation will need its own consideration, but broadly speaking you want to assess your EXPOSURE to this client, whether financial, reputational, legal etc, and other hand, any LEVERAGE you may have. Assets you’ve not yet handed over that they need, knowledge you hold that’s not easily replicable, etc.
The purpose of this is to look clearly at what the possible consequences could be of whichever path you choose. Your next steps are focused on minimising your exposure and putting any leverage you have to the best possible use.
– Work out your best-case scenario, and your absolute hard line
– Think about your time, any resources needed to do whatever they’re asking
– The impact on your mental health
– The opportunity cost of your time- what else could you be doing
– Intangible benefits you might want- credit/exposure/introductions/portfolio building, etc
This is not about what they’ve said, or asked for, but what they actually value. Use all the information you know about them and their circumstances to work out what is motivating them. What pressures are they facing, from their own clients/within their organisation? Consider the following:
– are they under time pressure
– what are their deliverables
– do they need to prove they’ve negotiated the price as low as it can go (i.e. is a request for a discount actually to enable them to demonstrate, either to themselves or their seniors, that they’ve got the best price)
– is there an ego element (hint: yes. Always.)
Using the information you’ve gathered above, and maintaining your laser-focus on your desired outcome, map out your response. The most important thing to consider here is:
“What action do you want them to take?”
And then make it EASY.
Want them to consider a couple of options and pick one? Set them out and sign off with “please reply and let me know if you’d prefer A or B”. Want them to pay an invoice before you continue your work? Attach it, or include a link to pay. Never want to hear from them again? Make sure you don’t ask them any questions, or leave any loose ends they’d need to follow up. If you are asking them for more information, be sure that you genuinely do want that information and are prepared to engage with whatever they send back. If the information won’t make you change your response, don’t ask for it.
Also remember: you don’t need to respond to every point they made in their email. Unless it needs to be addressed or dealt with, you can just leave it- and focus on the action you want them to take, to achieve the outcome you’re after.
Here are five key points to consider:
You may not feel like pandering to their ego, but a bit of tactical empathy is incredibly effective. Re-framing their concerns or acknowledging their point of view enables them to stop trying to get their point across and be more open to what you are saying. Even when you are delivering unmitigated bad news, a small demonstration of empathy can significantly soften the delivery. For example, “I have some news to share that may be tough to hear, but I wanted to get in touch as soon as I could to give you as much time as possible to digest the impact…”
Whatever your proposed next steps are, put your correspondent at the heart of them. What will they receive? How will they be impacted? For example, and building on the tactical empathy in the previous point, “I absolutely understand where you’re coming from on budget constraints, and being mindful of that, I am able to offer [add detail of what they will receive for that price].”
Don’t feel that you need to give a reason for your position- if you can frame a polite ‘no’, that’s great. But if you DO feel like giving an explanation, choose the single most unassailable reason, and stick with it. When you are in conflict with someone, the more reasons you give, the weaker your argument looks- you are only as strong as your weakest argument. You’ll also be giving them more ways to try and pick holes in what you’re saying.
Ignore what your English teacher told you about using the passive voice. Say “I’m afraid it’s not possible to…” instead of “I refuse to…”. It just softens things and also can make the decision making process seem more removed, and less able to be challenged.
People HATE an awkward silence. They will rush to fill it, often saying ill-advised things that cut across their previously carefully-delivered position. If you can, and if it’s appropriate, hold your nerve and don’t reply right away. This will firstly give you a chance to calm down and go through the preparation steps outlined above, but it will also show your counterparty that you are not replying in haste with a cobbled-together response. Rather, you are calm and collected, and confident in your reply. You may find that by waiting just 24 hours to reply to an incendiary email, the other party (who was expecting you to blow up and reply straight away) is unnerved enough to email again, undermining their previous position. Even if that doesn’t happen, a bit of waiting time can put them off their combative stride.
The only caveat to this is if something very urgent has happened, but you need a bit of time to work out what to do- in this case, a quick holding email, something like “just a note to let you know we have seen this and are working on it, I will come back to you shortly” will buy you some breathing space to consider before they start chasing you and causing you further stress.
After all this, I sincerely hope you’ve achieved your desired outcome, or gotten closer to it. Regardless of what’s happened, though, please remember that this kind of interaction takes a lot out of you, mentally and emotionally. You may be left feeling that your counterparty has not understood how bad their behaviour was, or you’ve had to empathise with someone who has treated you badly. Take time to process and reflect, and care for yourself afterwards.
And if you’ve found this helpful, or would like to chat about strategy, negotiation, or anything else, please do get in touch!
But this isn’t a cautionary tale about machines taking over. It’s about what happens when human expertise and intuition meet cutting-edge technology. It’s about unlocking new possibilities. It’s about creating deeper, more meaningful connections between brands and the people they exist for.
At Proctor + Stevenson, we believe great marketing has always been human at heart. Emotional. Empathetic. Powered by creativity, insight and experience. And with AI, we now have tools that can make those human qualities even more powerful – helping us understand audiences more deeply, respond more personally and connect more meaningfully, at scale.
We see AI not as a replacement, but as a willing partner. When used intelligently, it enables us to do what we do best – and hopefully better.
Audiences today expect relevance. They want to be seen, understood and spoken to like individuals. In B2B as much as B2C, they crave experiences that feel personal, rather than generic. But here’s the challenge: how do you do that at scale?
This is where AI really shines.
We’re using smart platforms and tools that help us go beyond broad segmentation to deliver hyper-personalised experiences in real time. Crucially, they give us more time to focus on what really matters: crafting the campaigns, content and experiences that make those connections memorable.
Here are just a few of the ways we’re exploring a combination of AI and imagination:
These tools don’t just streamline workflows: they unlock creative opportunities. They help brands be more responsive, more relevant and more remarkable.
AI doesn’t just help us understand what’s happened. It can also predict what’s coming next.
Thanks to predictive analytics, we can now anticipate the needs of your customers – sometimes before they even know them themselves. It means better lead prioritisation. Smarter targeting. And more timely, relevant campaigns that reach people when they’re most ready to act.
Here’s how we can do just that:
At Proctors, we’re constantly experimenting with these tools, combining them in ways that bring out the best in your brand and deliver real business impact.
Let’s be clear – AI is amazing. But it’s not the headline act. You are. Your brand. Your story. Your voice. AI is just here to help amplify it, to help you move faster, personalise more deeply and connect more powerfully.
When human insight meets machine intelligence, the results can be extraordinary.
More creativity, not less. More connection, not distance. More time to focus on the things machines can’t do – like telling compelling stories, understanding complex emotions and building lasting trust.
We’re not just using AI to save time. We’re using it to make space for better ideas.
If you’re curious about how AI can help your brand be more personal, more agile and more effective – without ever losing its human heart – we’d love to talk.
At Proctor + Stevenson, we believe the future of marketing is collaborative, creative and joyfully human. With the right tools, it’s a future we can build together.
We are delighted to announce an amazing new benefit for Bristol Creative Industries members this summer. You can enjoy free access to the brilliant Origin Workspace in Berkeley Square, Bristol.
Here are all the details direct from Origin:
Every Friday throughout June, July, and August 2025, Origin Workspace invites members of Bristol Creative Industries to enjoy a complimentary, inspiring, and productive workspace in the heart of the city.
Whether you’re a designer, writer, artist, or innovator, this is more than just a free desk – it’s a chance to thrive with no strings attached. Our lounge and lobby provide the ideal setting to focus, connect, and create, with unlimited coffee, reliable Wi-Fi, and a welcoming atmosphere designed to support your productivity and wellbeing.
We know many creatives are navigating the challenges of securing consistent work. That’s why we’re offering more than just space, we’re a community, offering solidarity, and creating a space where local talent can connect and collaborate.
Surrounded by like-minded professionals, you’ll have the chance to be part of a vibrant network that values support and shared success. As a proudly independent Bristol business, nurturing our Bristol ecosystem is at the heart of what we do. Whether you’re looking for a change of scenery, a spark of inspiration, or simply a place to get things done, Creative Fridays is your opportunity to be part of something bigger.
Spaces are limited, so fill in this form to secure your spot and make Fridays your most creative day of the week. We can’t wait to welcome you to the space. Terms and conditions apply.
Not a Bristol Creative Industries member and want to take advantage of this brilliant offer? Join today.
The cost-of-living crisis in the UK is still hitting both businesses and their employees hard. As operational costs rise and consumers tighten their belts, businesses face the dual challenge of maintaining profitability while ensuring their staff are adequately compensated.
The key is to empower your employees. In the midst of the escalating cost-of-living crisis, new research reveals a stark reality: One example…87% of hospitality workers’ mental health is worsening because of financial concerns, exacerbating an already challenging situation. With wages stagnating and essential expenses on the rise, workers face mounting challenges, including housing and food insecurity, limiting their ability to save and thrive. According to recent studies, nearly 60% of workers struggle with financial stress, with over 40% citing it as a major concern affecting their overall wellbeing.
Amidst these challenges, one pioneering solution that has emerged is Earned Wage Access, which revolutionises the traditional pay cycle by providing instant access to earned wages, empowering employees to navigate their financial obligations with newfound flexibility and control.
By eliminating the need to wait for payday, new employee benefits providers enable workers to address immediate expenses without resorting to high-interest loans, thereby alleviating financial stress and promoting overall wellbeing.
Recent user surveys conducted by one industry provider underscore this impact, with 92% feeling more in control of their money thanks to Earned Wage Access and 88% being more likely to stay working at their current employer when this benefit is offered.
Another key solution is supporting workers with financial wellbeing benefits and education to reduce financial stress and help them better manage their finances.
These can take many forms such as personalised educational resources, financial coaching, money management tools, employee discounts, and flexible pay options, among other things.
PwC revealed that financially stressed employees are 5 times more likely to be distracted at work, highlighting the potential productivity gains for employers. By investing in these programs, hospitality companies can therefore enhance both employee wellbeing and operational resilience.
Another key focus are smart budgeting strategies which can significantly benefit companies during the cost-of-living crisis. By regularly monitoring expenses, implementing energy efficiency measures, optimising inventory management, adjusting staffing levels based on seasonal demand, and negotiating bulk purchasing agreements, companies can reduce operational costs and improve financial stability.
For employees, smart budgeting strategies are equally crucial. Creating a detailed monthly budget, setting aside an emergency fund, prioritising debt reduction, automating savings, and utilising employee discounts can help workers manage their finances more effectively. These practices reduce financial stress, increase disposable income, and provide a buffer against rising living costs, ultimately fostering a more engaged and productive workforce.
Where do you start? Well, you can talk to professionals such as myself who mitigate these employee risks…or if nothing else have a look at the Government website www.moneyhelper.org.uk where you can find simple and straightforward with tools to direct your employees.
Get your networking hat on in May, June and July! We have some brilliant networking opportunities over the next few months. They are free or discounted for Bristol Creative Industries members.
Our second screen industries meetup focuses on skills and opportunities for people in the industry, and the challenges for finding work or moving to different sectors.
The event is £5+VAT for BCI members, £8+VAT for non-members. Tickets include food and drinks. Register here.
BCI’s free members’ lunches are the perfect opportunity to catch up with fellow members and the BCI team which enjoying a delicious Mediterranean buffet lunch too.
Open to freelancers and those who engage with freelancers, join this event to widen networks, make new connections, discuss common problems, and discover potential opportunities for collaboration.
The event is free with a free drink for BCI members, or £5+VAT for non-members.
A great opportunity for members to make new connections whilst getting some much needed fresh air! This event is for BCI members only and costs £10+VAT.
Wellbeing matters and is THE core key feature within any employee benefits package.
Wellbeing (noun) Definition: A good or satisfactory condition of existence; a state characterised by health, happiness, and prosperity.
We know that employee happiness and wellbeing are directly linked to the benefits they receive. Employees who feel valued and happy at work are more productive and effective in their roles. Additionally, organisations that provide appropriate benefits to support employee wellbeing are more likely to foster engaged and high-performing teams.
In today’s fast-paced, competitive corporate world, prioritising employee wellbeing is no longer a perk, but a necessity.
But why does employee wellbeing matter?
Employee wellbeing goes beyond physical health, it also includes mental, emotional, and financial wellness. Employers who invest in the wellbeing of their workforce not only meet their Duty of Care obligations but also create a positive workplace culture. This results in higher retention levels and enhanced productivity.
According to latest research, 82% businesses have seen their employees demanding more wellbeing benefits, with 56% of employees saying that they would leave their job if another company offered them a better benefits package. In addition, it’s widely recognised the need for benefits packages to address unprecedented employee stress levels causing burnout, decreased engagement, and higher absenteeism, highlighting how great wellbeing and benefits are not just good for employees; they are good for business.
Tangible benefits, especially those with high (perceived) value, can significantly boost employee morale and fulfilment. There is a lot of noise now for electric vehicles supplied as an employee benefit. A brand-new car, for example, is more than just a mode of transport, it’s a symbol of appreciation, recognition and support from an employer. Car benefit schemes not only signify support and recognition to employees, elevating job satisfaction and motivation but they also host several other perks that boost workplace wellbeing and engagement levels. One benefit of the scheme to employee wellbeing is financial peace of mind. Employees don’t need to worry about car loans, credit checks or deposits. A fixed monthly reduction from their salary covers it all- insurance, tyres, VED, servicing, and even breakdown cover.
Sustainable benefits have become vital to the wellbeing of a large proportion of employees in recent years, particularly Gen Z and Millennials. Offering environmentally conscious benefits, like EV schemes, helps promote a sustainable culture that aligns with employee’s values. As an added benefit, it also supports corporate social responsibility (CSR) goals.
A new report by Creative UK has revealed the challenges faced by creative industry freelancers.
According to the study, almost two-thirds (64%) of respondents had experienced low or unfair pay in their careers, and “an overwhelming majority” said late payment of invoices had impacted their ability to meet everyday expenses such as rent and household bills.
In other findings, a fifth of freelancers said they had seen a decrease in demand for their services as a result of generative AI, and structural inequalities were highlighted too.
There was a recurring theme of “tokenism” reported by ethnic minority respondents to the survey who said their inclusion in projects felt performative rather than substantive, while the report highlighted barriers for disabled freelancers such as inaccessible application processes and limited workplace adjustments.
Caroline Norbury, chief executive of Creative UK, said:
“The Covid pandemic changed so much about all of our working lives, but this is especially true for freelancers. Many who work in this way have found opportunities to be more precarious than ever. We need to find ways to better support this vital part of the creative workforce, and to create new systems in a post-Covid world.
“This means adapting provision within both the public and private sector to ensure it is more fit for purpose, incentivising the creation of new products and services that support the freelance workforce, and in the process, unlocking the potential of an expert, committed, agile and flexible workforce. It’s vital that we get this right – for creatives, and for the wider economy.”
Among the recommendations in the report were:
Freelancers are the backbone of the creative industries, accounting for 30% of the sector’s workforce. It’s vital that they are supported.
In the Bristol Creative Industries membership community, we have several hundred freelancers and many business members who employ freelancers. See them in our member directory. If you’re not already a member, you can sign up here.
Collaboration, sharing of ideas and meeting freelancer-friendly employers is a key benefit of the network. We facilitate this at our freelancer networking drinks events at The Square Club in Bristol. They are free for BCI members including a free drink or £5+VAT for non-members.
The next event is on Tuesday 10 June at 5.30pm. Sign up here.
Other freelancer networking drinks events take place in 2025 on 9 September and 11 November.
It’s the question every Business and HR leader asks. You’ve rolled out new benefits, negotiated better coverage, even launched a whole new platform. But after all the internal comms, budget cycles, and supplier meetings, how do you know it’s working?
If your first instinct is to reach for usage stats or participation rates, you’re not alone. But true success in benefits design isn’t only measured in dashboards. It shows up in how people feel, how they work, and how they talk about your company when no one’s watching.
Here’s what measuring success really looks like.
The most successful benefits programmes don’t just boost uptake; they boost morale. When employees feel genuinely supported and valued, that sense of security and appreciation spills into how they show up at work, and how they talk about your business when they’re not at work.
You see it in how confidently people recommend your company to others. You feel it in team energy, reduced attrition, and stronger engagement. In fact, plenty of research shows that benefits are one of the biggest drivers of overall job satisfaction, right behind pay.
Happiness at work is about creating an environment where people feel like their wellbeing is genuinely supported, and where they can bring their full lives not just their job titles to the table.
A one-size-fits-all approach might be simple to manage, but it rarely delivers what today’s employees need. This is especially true for organisations managing larger workforces with varied cultural norms, regulatory frameworks, and expectations.
Successful programmes prioritise real flexibility: custom allowances, region-specific design, and meaningful choices that reflect employees’ personal lives and priorities. It’s not about offering everything, but about curating something thoughtful and responsive, and allowing space for people to make it their own.
The most meaningful benefits are the ones people remember for life, not the ones they click on most.
Last week I wrote an example about how people remember getting access to fertility support that led to a baby, receiving healthcare when they needed it most, or being able to visit family because of an annual leave purchase scheme. This stuff is harder to put a number on, but infinitely more impactful.
None of these outcomes show up neatly in a usage report. But their impact? It’s enormous. Not just for the person involved, but for everyone who sees that story unfold, and quietly logs it as a reason to stay.
Storytelling isn’t fluffy. It’s one of the most powerful ways to measure emotional ROI and increasingly, it’s what leadership teams care about. If any business leader can explain the value of their benefits programme through stories, not just numbers, they’re doing something right.
Companies are investing huge amounts into employee benefits, but many struggle with low awareness and poor utilisation. This isn’t always a design problem it’s often a communication problem.
If your employees can’t name even three benefits they have access to, that’s not on them. A successful programme is one that people remember. One that shows up in their lives in relevant, timely ways. One they can talk about without needing to consult a portal or policy document.
The bottom line? Focus on impact over optics
A successful benefits strategy isn’t about chasing 80% participation rates or offering the longest list of perks. It’s about building something that matters. That makes people feel supported, empowered, and proud to work for you.
That might look like:
And stories that connect the dots between policy and real life!
Here’s how forward-thinking companies are stretching their employee benefits budget while delivering high-impact employee experiences.
In today’s economic climate, business and HR leaders are under more pressure than ever to do more with less. But making your employee benefits budget go further isn’t just about cost-cutting, it’s about spending smarter. The key? Reimagine you’re spending to create effective benefits for your team.
Here’s how leading organisations are stretching their employee benefits budget while delivering high-impact employee experiences.
One of the biggest misconceptions in benefits design is that higher spend automatically means better strategy. But great benefits aren’t defined by price tags. They’re defined by relevance, accessibility, and alignment with what your people need.
Too often, businesses pour money into legacy schemes or overlapping policies with low visibility and poor utilisation. Instead, a smart approach focuses on realigning spend to improve impact.
Start by asking:
Prevention is better than cure, and cheaper too. Many employers still spend disproportionately on reactive benefits (like medical insurance) over proactive ones (like wellness, mental health and preventative care).
That’s a missed opportunity. Proactive benefits reduce downstream costs, from insurance premiums to sick days. And many of them come baked into existing products, such as virtual GP access or gym discounts. These extras are often buried in fine print. If they’re not visible to employees, they’re not really benefits.
There’s often untapped value sitting in your current scheme. From EAPs to death-in-service benefits, many include ancillary offerings that never get used simply because they aren’t visible.
Audit what you’re already paying for and ask:
Bringing these hidden benefits to the surface can increase perceived value and boost engagement without increasing spend
If you’re in the UK, you have access to powerful tools that can generate budget through tax efficiencies. Benefits like workplace nursery, cycle-to-work, EV leasing, and annual leave purchase can be offered through salary sacrifice, reducing employer NIC contributions.
Those savings can be reinvested elsewhere. For example, one employer used their savings from annual leave trading to fund fertility support and wellbeing allowances all without adding to their overall benefits budget.
You don’t need to spend more to do better. Many businesses can reallocate 20-30% of their current benefits budget by identifying low-impact coverage and redesigning based on what employees’ value.
Consider:
Designing with flexibility opens space to offer more relevant and personalised benefits without increasing cost.
Modern employees expect choice. And personalisation is no longer a luxury, it’s table stakes. Flexible benefits platforms let employers offer a wide range of voluntary benefits, allowances and salary sacrifice options with minimal admin. You can even offer flexibility within existing benefits by allowing employees to adjust their coverage levels or add dependents at their own cost.
A benefit employees don’t know about isn’t really a benefit. Awareness drives engagement, and engagement drives value.
Yet many benefits teams launch new schemes with a single email and hope for the best. Instead:
If you’re not investing in communication, you’re leaving ROI on the table.
Utilisation alone is not the measure of success. Some benefits, like fertility support, menopause care or neurodivergent coaching, will only ever impact a small portion of your workforce. But when they do, they change lives.
When your finance team asks, “Why are we paying for this?” be ready with the answer: because retention, wellbeing, and employee trust aren’t built on averages. They’re built on moments that matter.
Getting more from your employee benefits budget isn’t about trimming. It’s about redesigning with purpose. When you:
…you’ll be amazed at what’s possible!
Business Leaders & HR are under a lot of pressure here in the South-West. Employer NI increases are now with us, limited budgets, and rising expectations from talent. So, when you’re building out a benefits package, it’s natural to prioritise the ones that tick the “most people, most of the time” box. But if you want your benefits strategy to build loyalty, protect productivity, and future-proof your workforce, you must think differently. In my experience, utilisation isn’t always the right way to measure the success of a benefit. Some benefits might only impact a handful of people, but for those people, it can mean everything. If we’re serious about inclusive benefits, we must meet people where they are, even if that need isn’t common.
Because some of the highest-impact benefits are the ones your employees won’t use often. They’re the ones that quietly sit in the background until someone has a real need and suddenly, that benefit becomes the reason they stay, not leave. What do I mean by that? Here’s some examples of what that looks like in practice.
For example, Fertility & Reproductive Health Benefits. Offering fertility support (Egg freezing, IVF, donor support, surrogacy navigation) can feel and sound like a niche benefit. Most employees won’t use it. So why invest?
Because the absence of support comes with hidden costs. Research tells us that 1 in 7 UK couples experience fertility issues. IVF takes a physical and emotional toll: constant appointments, hormonal treatments, failed cycles…all while employees try to show up at work. Many reduce hours, take sick days, or even quietly leave during treatment. Others are forced to spend tens of thousands privately, causing financial and emotional stress. This disproportionately affects women in their 30s and 40s. But it doesn’t stop there: LGBTQ+ employees face unique financial and medical hurdles to build families. Without support, they’re more likely to churn or disengage. Offering benefits here isn’t just about doing the right thing; it’s about retaining high-value talent at a moment when they have big life choices to make. And for every employee who doesn’t use it? They see the offer. They see what kind of employer you are.
Keeping on the similar theme, another example is keeping Workplace Nursery Schemes. Childcare is the *1 reason working parents (especially mothers) scale back or leave the workforce. It’s not anecdotal. It’s backed by data across every sector. Workplace nursery salary sacrifice schemes reduce the cost of registered childcare by allowing payments from gross salary. This can mean thousands saved per year. And not from your HR budget, but via tax-efficient mechanisms. It’s one of the most financially meaningful benefits you can offer parents, yet uptake remains low in most organisations. Why? Because many employers don’t make the most of communicating it. Offering this benefit (and making it visible) removes one of the biggest logistical and emotional barriers to returning after parental leave. And it doesn’t just keep people in their jobs; it helps them re-engage faster, with fewer compromises and more long-term commitment.
Finally, another example are Income protection and Critical Illness benefits. When an employee becomes seriously ill or injured, it’s not just a health crisis, it’s a life interruption. Suddenly, work becomes impossible. And without structured support, income often disappears just when stability is needed most. Income protection fills that gap. It ensures an employee continues to receive a portion of their salary while they recover, allowing them to focus on getting better, not on whether they can pay their mortgage. And that continuity materially improves the odds of a full, confident return to work.
For Business Leaders and HR, this is where lower-utilisation benefits prove their worth. Income protection shortens recovery time, reduces presenteeism, and increases the likelihood that skilled, experienced employees don’t exit permanently. And when other team members see that their employer has their back, even in worst-case scenarios, it builds a level of trust that policies alone can’t buy.
All the above examples do not scale…and that’s the point!
Low-utilisation benefits aren’t supposed to serve everyone, every day. They’re designed to catch people in their most vulnerable, high-stakes moments. That trust is a lever for everything you care about retention, engagement, productivity, culture.
Business Leaders and HR often get told to “think creatively & strategically.” (This is the Bristol Creative’s Community, right?) Here’s the truth: empathy is strategic. Investing in benefits that show foresight, nuance and care is how you build a workforce that stays, grows and delivers. Because when your employees are most in need, they won’t care about your summer social. They’ll care about whether you were there when it counted.
And if you were? They won’t forget it.
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