By Jenny Swartling Pizarro, Head of Public Sector Sales at Benifex
Motivation is one of the most powerful – and at the same time most complex – concepts in working life. We often talk about engagement, performance, and productivity. But at its core, it all comes down to one thing: what makes us want to do a good job – and continue doing it over time?
In my role leading public sector sales at Benifex Sweden, I regularly meet organizations looking to strengthen their employee experience. One thing is clear: when we understand what truly drives motivation, we can build more attractive workplaces – where people want to perform and choose to stay.
So let’s take a closer look at what influences motivation.
Two types of motivation
Motivation can be broadly divided into two main categories: intrinsic and extrinsic motivation. Both are important. But they function differently and influence us at different levels.
Intrinsic motivation is driven by internal factors, such as: “I want to do this because I enjoy my job or value my employer,” “I find meaning in my work,” or “I feel proud of what I do.”
This type of motivation is strong and often long-term. It is closely linked to purpose, pride, and a sense of belonging. It can be reinforced by benefits that support professional development, equality, career pathways, and flexible ways of working – as well as shared activities and employee associations. These initiatives strengthen belonging and social wellbeing, while also reinforcing culture and motivation.
I am also seeing more of our customers create dedicated pages in their benefits portals for employee associations and shared initiatives. This is no coincidence. It is a conscious effort to strengthen a sense of belonging and pride.
Extrinsic motivation, on the other hand, is driven by external incentives – such as rewards and other benefits that make everyday life easier and have a financial impact. Pensions, flexible working hours, and wellbeing allowances are common examples, as are benefits related to women’s health and public transport.
In an increasingly financially pressured society, with rising living costs, these types of benefits are becoming more important than ever.
How does this differ between the private and public sectors?
In our Swedish report, Pulsen på arbetslivet, we see that engagement has generally decreased compared to the previous year.
Private sector: 78% (84% in 2024)
Public sector: 81% (82% in 2024)
The public sector shows higher engagement than the private sector. At the same time, the private sector has a higher eNPS:
Private sector eNPS: 15 (15 in 2024)
Public sector eNPS: 6 (-6 in 2024)
Why might this be?
One possible explanation is that employees in the public sector are more strongly driven by intrinsic incentives, such as pride in contributing to society. Public sector employers have also become better at communicating purpose and societal impact. And purpose and meaning are powerful drivers of engagement.
In the private sector, we often see a greater focus on extrinsic incentives. This is understandable, as it can be easier to work structurally with bonus models and financial rewards. These types of incentives tend to have a clear impact on eNPS – in other words, employees’ willingness to recommend their employer. And that matters because advocacy strengthens an employer's brand and attractiveness.
The power of combining both
So, what happens when we successfully combine these two types of incentives? It can become a true catalyst for motivation and engagement. When employees experience both meaning and pride, while also feeling fairly rewarded with attractive conditions, a powerful combination emerges – one that drives both performance and loyalty.
Here are some practical ways to approach this:
- Connect benefits to your purpose and values. Benefits with strong extrinsic value can be reinforced by clearly linking them to your organization's purpose and how you create value. If sustainability is part of your purpose, for example, make it easier for employees to access benefits that support sustainable living – such as women’s health support or public transport schemes.
- Create a benefits journey. Capture needs and interests across different life stages. A new graduate, a parent of young children, and someone approaching retirement will be motivated by different things. Highlighting relevant benefits at the right time increases both perceived support and relevance, and keeps the employee value proposition dynamic rather than static.
- Stay ahead by working data-driven. Base decisions on facts, not assumptions. Data on usage, preferences, and unmet searches can provide valuable insights. In our platform, for example, we can see which terms employees search for, where they do not find results, and which benefits are most popular among different groups. These insights are invaluable when shaping a benefits strategy or journey.
- Communicate through everyday examples. Make benefits tangible. Show how they improve daily life – not just what they cost.
Celebrate usage. If increasing uptake of a particular benefit is the goal, celebrate milestones when they are reached. This reinforces value and encourages wider participation.
Motivation is a strategy
Motivation does not happen by chance. It is shaped by culture, leadership, structure, and how we design and communicate our benefits.
When we treat benefits as a strategic part of the employee experience – rather than an administrative task – we can create workplaces where people want to contribute, stay, and advocate for their employer. And that is where we see real impact – for individuals and for the organization.
If you would like to discuss how to combine intrinsic and extrinsic drivers in your benefits strategy, I would be delighted to continue the conversation – contact me here.