The factors for attracting and retaining talent are increasingly diverse and go beyond salary. One thing in common? Personalisation.

Finland announced that it is preparing a law that allows citizens access to the salaries of their co-workers whenever they suspect discrimination. Transparency, also applied to salaries, is a tendency to reduce inequalities: in which stage are we in Portugal?

A study carried out by Coverflex, and with the support of APG, collected responses from 814 participants over three weeks. The hybrid setup is the most common work logic among respondents across the country and 60% of workers would like to try the four-day workweek logic.

Size, diversity and sector are some of the characteristics to take into account when defining the offer of flexible benefits in your company.

The definition is vast, experts assure. Emotional salary is defined by how employees feel motivated and involved with the organisation and describes much more than the remuneration paid by each company to its people as a reward for their work. Gym classes, yoga classes, a comfortable office, remote work budget, team activities or informal get-togethers are often drivers of better involvement of people with organisations, creating a culture of cooperation and collaboration that raises the emotional salary every month.

In recent years, people management has witnessed a profound transformation in its practices and concepts, which was very emphasised after the beginning of the pandemic. Nuno Simões, who has been in the human resources area for 21 years, points out the differences between the way remuneration was seen in the past and the way it’s seen today. “We were looking at something very direct. The basic salary was the easiest way to pay people, and then the variable (premiums and some benefits). (...) Health insurance was a distinctive benefit (for the employee or for family members), whilst discounts on purchases were more direct”, points out the Human Capital Director of PwC Portugal, Cape Verde and Angola.

It's the first time this is happening: five different generations come together in the same working market. Traditionalists (born before 1946), Baby Boomers (1946-1964), Generation X (1965-1976), Millennials (1977-1997) and Generation Z (born after 1997) gather, at the present time, in the working market and this, in addition to bringing a diversity never before recorded in history, assures an enormous challenge: making such different generations feel “at home” in a market that is increasingly flexible and adapted to their particular needs.