Featured in People Management
Recent research highlighted by People Management has revealed a surprising trend in recruitment marketing; many employers are promoting basic workplace provisions as job “perks.”
Analysis from Reward Gateway | Edenred found that one in five job adverts lists baseline entitlements as benefits, with some employers even including access to water as a workplace perk.
While the examples might raise a smile, they point to a deeper issue about how organisations think about their employee value proposition (EVP).
Executive coach and HR strategist Gemma Bullivant shared her perspective with People Management on what this trend reveals about the maturity of many employer brands and why organisations need to rethink how they communicate value to potential hires.
When “Perks” Reveal a Weak EVP
Many organisations talk about the importance of building a compelling employee value proposition. Yet when basic workplace provisions are presented as perks, it often signals that the EVP itself may not be particularly well evolved.
As Gemma explains:
“Listing things like water, coffee or a Christmas party as benefits basically signals that an employer is offering the bare minimum rather than something genuinely distinctive. And if that’s the case, it’s probably better to stay silent on them and focus on what else truly differentiates the organisation.”
Candidates today are far more discerning than many recruitment processes assume. In a competitive labour market, people can quickly recognise the difference between baseline expectations and genuinely meaningful benefits.
If employers blur that distinction, the result can be the opposite of what they intended. Rather than strengthening the employer brand, the advert risks signalling that the organisation has little of substance to offer.
Candidates Can Spot the Difference
Most candidates expect certain provisions as standard. These include:
- Safe working conditions
- Basic workplace facilities
- Statutory leave and employment protections
- Professional respect and fair treatment
Positioning these fundamentals as “perks” can inadvertently undermine trust. It suggests the organisation may not fully understand what employees actually value.
This matters because recruitment messaging increasingly acts as a signal of organisational culture. Candidates often interpret what is emphasised in a job advert as a clue to what the company prioritises.
If the highlight is free tea and coffee, applicants may reasonably wonder whether more meaningful elements of the employee experience are missing.
Gemma’s Advice to Employers is to Focus on Signature Benefits
Rather than trying to list everything an organisation provides, Gemma encourages employers to focus on a small number of benefits that genuinely reflect the organisation’s priorities and values.
“A more effective approach is to focus on ‘signature benefits’. Get really clear on the handful of standout offerings an employer genuinely invests in and is proud of.”
She often compares this approach to a restaurant menu.
“Think of it like a chef’s signature dish. It’s something distinctive that helps them stand out. That’s what goes into the job advert, not the basics we all expect.”
In practice, signature benefits might include:
- Meaningful flexibility in how and where people work
- Strong parental leave policies
- High-quality leadership development or coaching
- Clear career progression pathways
- Well-designed reward and recognition programmes
The key is that these benefits reflect real investment and strategic intent, not simply a checklist of generic offerings.
Why This Matters for Modern Reward Strategy
This issue ultimately sits within a broader shift in how organisations design and communicate their reward strategy.
As employee expectations evolve, organisations are moving beyond simple benefit lists toward a more integrated employee value proposition that combines reward, culture, development and purpose.
When done well, this approach helps organisations articulate:
- What they stand for as an employer
- How they support employees to grow and succeed
- Why someone should choose them over another opportunity
For many organisations, the challenge is not a lack of benefits but a lack of strategic clarity about how those benefits fit together. Understanding how reward, development, culture and leadership behaviours combine to create a coherent employee experience is increasingly central to building a credible EVP.
If you’re reviewing how your organisation communicates its value to employees, it may be worth stepping back and asking a simpler question; what are the few things we genuinely do better than most organisations?
Those are the benefits worth talking about.
If you’d like support reviewing how your reward structures and EVP align with your wider people strategy, feel free to get in touch.
