While surveys and employee check-ins can provide surface-level insights, we've found that the most objective and actionable source of employee feedback comes from claims data. This data reveals far more than opinions—it shows how employees are actually using their benefits, what conditions are most prevalent, and where gaps in care may exist. Instead of relying on apps or digital tools to ask employees what they need, we analyze patterns in the claims themselves. For instance, we look at which preventive services are being underutilized, where there's poor adherence to treatment protocols, or which chronic conditions are driving costs and complications. This gives us a clearer understanding of what kind of support employees truly need—even if they haven't explicitly asked for it. As one example, we reviewed claims data for a mid-sized company and noticed a troubling trend: a high volume of emergency room visits for issues that could have been handled in a primary care setting. That led to the implementation of an education campaign on urgent vs. emergency care, and the addition of a virtual primary care option with no out-of-pocket cost. Within months, ER utilization dropped significantly—improving both member experience and plan efficiency. With insights like these, employers can implement targeted programs or resources that address specific health challenges, improve care navigation, and guide employees toward higher-quality providers. Over time, this approach helps members get more value from their benefits while reducing unnecessary costs and complications. In short, we don't guess at what employees want or need—we use real-world utilization data to meet them where they are and help them get where they need to go.
As a multi-time entrepreneur in the recruiting space, I've learned that when it comes to benefits and perks, employees and candidates don't always say what they really want. It's not dishonesty, but a mix of subtle pressures and biases shaping their answers. Some don't want to appear ungrateful. Others may worry that asking for more flexibility, mental health resources, or family support will make them seem less committed. Others simply don't want to be the one making noise or asking for something different from the norm. That's why anonymity is so important. Of course, that's easier said than done. In a tight-knit office, even anonymous surveys can feel traceable. Someone might worry their handwriting is recognizable, or that phrasing in their message will give them away. Even if leadership is directly asking for feedback, employees may still fear consequences. To solve this at Tall Trees Talent, we set up a dedicated email inbox for benefit suggestions, preferences, or concerns. AI takes it a step further, filtering and anonymizing the content by scrambling sender data, rewriting the suggestions in neutral language, and compiling them into a weekly digest. Management receives a clear, easy-to-read list of benefit ideas and trends, completely scrubbed of any identifying details. And the strategy is working. Since we rolled this process out, the number of suggestions we receive has more than doubled -- a great sign that people are speaking freely.
To help me continue to anticipate what my employees need and want for benefits offerings, I lean on quarterly employee surveys and monthly feedback sessions. These are the types of questionnaires being crafted to glean insights on issues ranging from health care plans to work-from-home policies. When we saw that hope was not lost and that many members were looking for more flexible work options, we launched trial remote work sessions and are in the process of gathering feedback from these sessions. We also frequently rely on pulse surveys - the brief, anonymous questionnaires we deploy once a month. This allows us to gauge the pulse of our employees about benefits and any other urgent worries. These flash surveys enable us to track trends in real-time and develop responses to their evolving needs. Associates are welcome to ask questions and provide feedback on the benefits that matter most to them at our town hall meetings each quarter as well. Finally, and most importantly, I ensure that we take action on feedback. We share the data we're collecting, we discuss things we might want to change in one of our leadership meetings, and we then rank them and ask what is the thing that will most improve employee satisfaction. After gaining feedback for better mental health support, we introduced a holistic employee assistance program.
I truly believe that keeping in touch with my team is essential for understanding their genuine needs when it comes to benefits. At Estorytellers, I make it a point to check in regularly through casual chats and anonymous surveys to gather honest feedback. I also promote open-door conversations, so everyone feels at ease sharing what's important to them. Sometimes, it's the little things—like flexible hours or mental health support—that can really make a difference. By paying close attention and acting on their feedback, I ensure our benefits genuinely enhance their well-being and growth. It's not just about providing perks; it's about making sure people feel appreciated and cared for every single day.
Staying connected to the real needs and preferences of our employees when it comes to benefits is something I take very seriously. At Zapiy, I've learned that you can't rely on assumptions or a one-size-fits-all approach. Instead, it requires ongoing, open communication and a willingness to listen carefully. One of the most effective methods we use to gather feedback is through regular anonymous surveys. These allow employees to share their honest opinions without feeling any pressure. We design these surveys to cover not just what benefits they currently use or value, but also what gaps they see and what new benefits they might want. The anonymity helps us get candid insights that we might otherwise miss. But surveys are just one piece of the puzzle. I also believe in more personal, informal check-ins—whether that's during team meetings, one-on-one conversations, or casual moments. These interactions help me and our leadership team pick up on nuances and emerging needs that don't always show up in formal feedback channels. Another key practice is involving employees in benefits planning through focus groups or benefits committees. When employees have a voice in shaping the programs that affect them, they feel more engaged and valued, and we get direct input from diverse perspectives. Lastly, we track utilization data on benefits to understand what's actually being used and what might be overlooked. Sometimes the data can highlight areas where employees might not be aware of a benefit or where a benefit isn't meeting expectations. By combining these approaches—anonymous surveys, personal conversations, participatory committees, and data analysis—we stay closely tuned to what matters most to our people. It's an ongoing conversation, and I think that mindset is crucial. When employees feel heard and their benefits reflect their real needs, it not only improves satisfaction but also builds trust and loyalty across the company.
To stay informed about the specific needs and preferences of my employees regarding benefits, I make it a point to regularly gather feedback through multiple channels. I conduct anonymous surveys twice a year, which allows employees to provide honest input about what benefits they value most and what could be improved. Also, I hold informal one-on-one check-ins with team members to create a more open dialogue about their needs. This allows me to understand any concerns that might not be captured in the survey. I also pay attention to industry trends and competitor offerings to ensure our benefits package remains competitive. Based on the feedback, I've made changes such as offering more flexible working hours and introducing mental health support programs. By combining direct feedback with industry insights, I can ensure we're meeting employee needs and fostering a positive work environment.
I've learned over time that a fancy benefits package doesn't matter much if no one's actually using it or values what's inside. At spectup, we've made it a habit to keep things personal—starting with open, regular check-ins. It's not some stiff survey we send out once a year and forget about. Instead, I make time for real conversations, both one-on-one and in small team settings, where people feel safe enough to actually speak their mind. I also encourage our team leads to bring feedback up during our internal strategy syncs—those comments often reveal things you'd never catch in a spreadsheet. One time, a team member casually mentioned over coffee how mental health support felt like an afterthought in most startups she'd worked at. That one line led us to look into flexible counseling options we now offer as part of our support. We also run anonymous feedback pulses every couple of months—not overly complex, just a quick few questions to gauge what's working, what isn't. I personally scan those results, looking for patterns or red flags. There's no perfect system, but staying genuinely curious about what makes people feel supported has been key. Sometimes that means scrapping a flashy benefit in favor of something simple like more flexible hours. What matters is keeping the loop open.
As the owner of an addiction recovery center, I've learned that supporting our staff's well-being is just as vital as supporting our clients. That's why we treat employee benefits as a two-way conversation, not a one-size-fits-all policy. To stay informed, we use a combination of anonymous quarterly surveys, one-on-one check-ins, and open-door conversations during team meetings. I've found that when you create a culture of psychological safety, your team will tell you what really matters—whether it's mental health coverage, flexible scheduling, or financial wellness tools. One example: A few team members expressed how burnout was impacting their ability to be present for our clients. That feedback prompted us to implement mental health days and subsidize access to therapy services—benefits that directly improved team morale and retention. My advice to other leaders: listen more than you speak, ask open-ended questions, and don't assume you know what your team needs. Let your employees co-create the benefit structure, and you'll build loyalty and long-term trust.
I keep the process simple: I use short, anonymous surveys and conduct direct one-on-one check-ins. Surveys provide me with trend data—what benefits people value most, what's missing, and what's working. The one-on-ones help fill in context. People open up more when they know it's not a formal review. We used this combo to decide whether to offer more PTO or a wellness stipend. Feedback showed that time off mattered more than perks. We adjusted the policy and communicated the reason for the change. That alignment only works when you ask early, listen closely, and act quickly.
To stay informed about the needs and preferences of employees, I focus on open and regular communication. Quarterly anonymous surveys are an effective tool for gathering honest feedback on current benefits and identifying gaps. Also, I host one-on-one check-ins and team discussions to uncover nuances that surveys might miss. Engaging employees in focus groups to evaluate new benefit options also helps ensure alignment with their priorities. These approaches not only provide actionable insights but also foster a sense of inclusion and trust within the team.
We approach employee benefits not as a fixed package but as a living system that evolves with our team's needs. To stay informed, we rely on quarterly anonymous surveys, small-group listening sessions, and one-on-one skip-level check-ins. The surveys help us track general sentiment and spot patterns, while the discussions offer texture--what's missing, what feels outdated, or what's quietly appreciated but rarely voiced. One method that proved especially insightful was hosting open forums after benefit changes. Employees shared direct feedback about what worked and what didn't, which led us to refine offerings like mental health support and wellness stipends. It's not about guessing or benchmarking blindly; it's about conversing with the people who use the benefits. That ongoing dialogue has become one of our most reliable tools for designing support systems that matter.