'The focus should be on doing fewer things well, not offering a long list that lacks impact,’ says CPO
When it comes to building a business case for employee benefits — while also measuring ROI, satisfaction, and retention — it’s all about focus, says one HR leader.
“It’s about understanding what genuinely impacts people—what they truly want," Caroline Henshaw, Chief People Officer at Mantel Group, told the National HR Summit Australia 2025.
“Whether it’s flexible work, a four-day week, or other meaningful benefits, the focus should be on doing fewer things well, not offering a long list that lacks impact.”
At the conference in Sydney, Henshaw – alongside Commonwealth Bank’s Steve Cottrell - provided practical insights on integrating sustainability into benefits programs as well as how to drive long-term success.
When it comes to recruiting the best talent with enticing benefits, it’s important to use business principles to guide what you implement and reflect what the business stands for, as well as your team members, Henshaw said.
“You can find a business case for most benefits, but the key is focusing on what actually matters. The one thing to really consider is the cost to the business if you put something in place and it doesn’t work,” she said.
“It’s about asking what the purpose of them is. To be frank, some benefits are in place so you can put them on your website, and it sounds good. There are expectations to have certain things in place, sure - but if you think more deeply, what genuinely impacts people? That’s what is worth pursuing.”
One approach to the benefits at Mantel Group is a concept called ‘My idea,’ which is an individualized benefit, Henshaw said.
“So, every year, people on their work anniversaries, when we have a discussion with them about their future with the business, [we ask] what they want to do for the next 12 months.”
Henshaw outlined the importance of proving there’s a benefit in what you want to implement – which can be best achieved through data.
“It plays a big role,” she said, “But you have to be clear why you’re measuring it and using it when you have it. Especially when someone comes to talk to you about it – it’s probably something 10 other people are interested in, too.”
“Those conversations help shape implementation – they allow you to start building a case and explore practical ways to get things moving. A pilot, something we can implement straight away, but also looking at the impact if we take it away and it doesn’t work,” Henshaw noted.
