‘Perks and values’ are not the foundation of workplace culture: Boostworks CEO Jo Werker

Jo Werker is CEO at Boostworks, a rewards and benefits platform, and has had stints at Vodafone in the beginnings of mCommerce, as COO at TruRating, and in business transformation at Virgin Media O2. She describes herself as “passionate about creating engaging employee experiences that reward and recognise their efforts,” leading to job satisfaction, loyalty and growth.

We caught up with Werker to ask her to bust some myths about workplace culture, explain the state of the hiring market, and offer some advice on retention in an era where employees are often choosing shorter commitments over long, loyal stints in a given role.

Econsultancy: What are some of the workplace culture myths you’d most like to bust?

Jo Werker: There are several myths about workplace culture that need to be addressed in my view, but in particular:

Myth 1: Culture is all about perks, benefits, and values

While perks and values contribute to culture, they are not its foundation. True culture is shaped by the attitudes, behaviours, and motivators that drive a team’s everyday actions. Perks are the icing on the cake – what really matters is creating an environment where people are motivated, aligned, and engaged.

Myth 2: Culture cannot be measured

Culture is absolutely measurable, and it should be. By aligning cultural initiatives with strategic objectives, you can track progress and demonstrate the value of investing in culture. When everyone is pulling in the same direction and has the tools to succeed, the impact is measurable – not only in engagement and productivity but also in financial performance.

Myth 3: Culture can’t be changed once it’s established

Culture isn’t set in stone. While it may feel ingrained, it can evolve over time, especially when you’re intentional about it. Bringing in new talent, embracing different perspectives, and being open to transformation are all ways to adapt your culture to better align with your business goals. Change is not only possible, but it can also be a powerful driver of growth and innovation.

E: What are the most noteworthy trends you’ve observed in the hiring market as of late, and what do you think the next 12 months will hold? What are the skills that you see as being most in-demand?

JW: As an employer and from what we hear from our customers, partners and suppliers, recruitment has become increasingly challenging – it’s very much a candidate’s market right now.

Candidates are discerning and have high expectations, which means employers must be competitive in what they offer, from salaries to work-life balance and growth opportunities. The standards have risen, and there’s a healthy, two-way dialogue: not just ‘Why should we hire you?’ but also ‘Why should I work for you?’

One important trend we’re seeing is that candidates are opting for shorter-term positions rather than long-haul commitments. This means we can expect more movement in the global job market over the next 12 months, keeping HR teams on their toes. While the ‘Great Resignation’ may have passed, we’re now entering the era of the ‘Great Retention,’ where the focus shifts to keeping talent engaged and motivated to stay.

One important trend we’re seeing is that candidates are opting for shorter-term positions rather than long-haul commitments.

In terms of skills, sales expertise is still very much in demand. However, timing matters. In our own recruitment experience, we’ve noticed that the first quarter of the year tends to be slower for hiring, as many candidates are hanging out for their bonuses. This year things picked up rapidly from April onwards though, but the competition for top talent is fierce – candidates often have multiple offers on the table.

Data expertise is in high demand as all business’ look to elevate the role that data has within their business, spanning timely and accurate business management information, to deep, meaningful customer analytics, through to market insights which shape tomorrows roadmap and beyond. At Boostworks all our development starts with what the data is telling us, and to be able to do that well, our data expertise spans, data engineers, data scientists, data architects, data analysts, the data visualisers and story tellers.

E: Retaining talent is key to building a great workforce, but what does that really look like? What are some overlooked or little-known ingredients to employee retention?

JW: Retaining talent goes far beyond just offering competitive salaries and benefits. One of the most overlooked aspects is truly recognising and rewarding employees for their contributions. As we revealed in our latest whitepaper, far too many employees don’t feel acknowledged for their hard work. It’s essential to go beyond the predictable and ensure that recognition is meaningful and timely. When people know their efforts are valued, they’re more likely to stay engaged and committed.

Building trust is another crucial, yet sometimes underappreciated element of retention. Regularly checking in with employees through surveys or one-on-one conversations, and actually acting on their feedback, shows that you’re listening and that you care about their experience. This creates a culture of openness.

It’s essential to go beyond the predictable and ensure that recognition is meaningful and timely.

Lastly, employees need to feel that their work is making a real difference in the business. When people see the impact of their efforts, they’re more likely to stay motivated. If they don’t feel valued or connected to the bigger picture, they know there are plenty of other opportunities out there. Retention is about creating an environment where employees feel recognised, trusted, and empowered to make a difference.

E: What advice would you give to someone who is just starting out in a capability or people role?

JW: I’d recommend they prioritise building genuine connections with the people around them. Spend the time to get to know colleagues – make human contact and actively engage with them. Understand that everyone is unique, with different drivers and motivations, and by learning what makes them tick, you’ll be far more effective in your role.

Success in people roles comes from understanding that individuals are at the heart of every organisation. Lean into this understanding, be curious about what motivates each person, and tailor your approach to support their growth and success. By investing in these relationships, you’ll not only build trust but also position yourself to make a meaningful impact on the business and those around you.

E: What has inspired you recently outside of work?

JW: Recently, I’ve been deeply inspired by the athletes at the Paris Olympics – especially Matthew Hudson-Smith, the 400m athlete. The expectation around him to win gold was intense, and whilst he didn’t quite reach the top of the podium, he did achieve greatness bringing home a silver medal. Watching him, and others handle their disappointment with grace, perseverance, and a steadfast belief in their journey, has been incredibly moving. It’s a reminder that success isn’t just about the destination; it’s about staying true to your goals and ambitions, no matter what life throws at you. Their resilience and determination have left a lasting impact on me, showing that it’s the journey that defines us, not just the outcome.