EVP in 2025: Redesigning Your Employer Brand for Flexibility, Purpose, and Wellbeing

1. Flexibility Is Expected but Execution Matters

• Hybrid working continues to be deeply embedded in the modern workplace: a 2025 CIPD report shows that while ~75% of organisations offer hybrid arrangements, many grapple with managerial capability, culture, and connecting remote teams to purpose. CIPD
• Importantly, only about 1 in 10 organisations plan to mandate a full return to office over the next year. CIPD
• From the talent side, 60% of employees globally say they are considering a job change in the next 12 months, according to Aon’s 2025 Employee Sentiment Study — suggesting flexibility (and broader EVP) is now a critical retention lever. Aon+2Aon plc Global Media Relations+2
• In the finance sector specifically, Spencer Clarke’s Accountancy & Finance Report 2025 highlights that flexibility in working patterns has become a core expectation, often outweighing more traditional perks. Spencer Clarke Group

Take-home for leaders: It’s no longer enough to “allow hybrid”; employers must build hybrid models that are equitable, intentional, and supported by both technology and manager capability.

2. Purpose Has Become the Differentiator

• Beyond pay, culture and values have surged in importance. Aon’s study shows employees are looking for companies with cultures they describe as “a strong fit with personal values” — reinforcing that meaning and alignment matter. Aon plc Global Media Relations+2Hubbis+2
• For finance professionals, this trend is particularly resonant: the Spencer Clarke report notes that accountants and finance staff are increasingly evaluating roles based on not just salary, but whether their work has a clear, positive impact — whether via ESG, sustainability, innovation, or community.

Take-home: Leaders should clearly articulate how individual roles (especially in finance) map to the organisation's purpose (e.g., sustainability, community impact, long-term innovation), and visibly live that purpose, not just talk about it.

3. Wellbeing Is Now Strategic — Not Perk-Based

• According to Great Place To Work Turkey’s 2025 “Psychological Health” report, employees now expect holistic wellbeing: not just physical, but emotional, social, financial as well. greatplacetowork.com.tr+2Marketing Türkiye+2
• Their survey (over 170,000 employees across 600+ organisations) found “psychological wellbeing” (psikolojik esenlik) topping the list of what workers most want, ahead even of traditional perks. Dünya Gazetesi+1
• On the organizational side, the Business Group on Health’s 2025 Employer Well-being Strategy Survey shows that employers are increasingly strategic about wellbeing: using data to calibrate offerings, embedding well-being into business plans rather than treating it as an HR add-on. businessgrouphealth.org
• From a benefit-design perspective, the NFP Benefits Report 2025 highlights that companies are investing more in mental health and caregiving supports — not just fitness or “mindfulness apps.” NFP
• Furthermore, the CIPD Health & Wellbeing at Work 2025 report shows a rise in sickness absence (average 9.4 days per employee per year), underscoring that well-being issues are not trivial. CIPD

Take-home: For finance professionals — who often operate in high-pressure environments — well-being programs must go beyond surface-level perks. Real investment in load management, managerial empathy, mental health, and financial stress support can differentiate your EVP.

4. Transparency Builds Trust — Especially Around Wellbeing & Career Pathways

• The Great Place To Work report in Turkey underlined that “psychological safety” alone is not enough. Employees now expect psychological wellbeing too — which entails transparency, ethical leadership, and real support. Marketing Türkiye+2LinkedIn+2
• Trust matters financially: GPTW’s 2025 analysis shows that organisations with high-trust cultures tend to be not just more resilient, but also perform better financially. Herbir Emlak+1
• On benefits, Aon’s study found that 72% of employees globally consider benefit customization “important” or “very important.” Aon
• Also, technology is seen as a key driver: 60% of multinational employees in Aon’s study say technology is critical to delivering choice in benefits. Aon

Take-home: It’s critical not just to offer flexibility, wellbeing, or purpose-driven initiatives, but to clearly communicate how they work, who is eligible, and how individuals can access them. Use data, transparency, and personalization to deliver trust — and make sure leaders live it.

Why This Matters for Finance Firms (and Why It’s Urgent)

• Talent risk is real: With ~60% of employees globally contemplating leaving (Aon), finance firms that rely on highly skilled professionals are especially vulnerable if they don’t deliver a strong, modern EVP. Aon+1
• ESG and purpose are no longer “nice-to-haves”: Finance is increasingly central to ESG, sustainability, and impact. Finance professionals want to be part of that motion, not just generate profit.
• Burnout risk is high: Given the demanding nature of financial roles, failing to embed real wellbeing can backfire — driving turnover, reducing productivity, and harming reputation.
• Competitive differentiation: In a tight talent market, EVP is a key lever. Firms that lean into flexibility, purpose, and wellbeing — and back it up with transparency — will have a stronger employer brand.

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