Employee wellbeing depends on more than just the perks and benefits listed on a company’s website. Just ask Rosy Rodriguez, a human resources manager at Bectran.
“The wellbeing resources people actually use are the ones that are integrated into culture, not just listed in a benefits summary,” Rodriguez said.
Rodriguez pointed to Bectran’s flexible work model as an example of a benefit that actually impacts employee wellbeing, noting that her employer’s culture of trust encourages teammates to use the benefit responsibly while maintaining performance.
Working somewhere that prioritizes emotional and psychological well-being is at the top of the wish list for 92 percent of workers, according to the American Psychological Association’s 2023 Work in America Survey.
Built In spoke with Rodriguez in detail about how the SaaS company puts care into employee wellbeing — and all the ways in which this intentionality pays off for employee happiness and the business’s bottom line.
Bectran is an industry-leading SaaS platform, which is a toolkit for credit departments.
What’s your quotable principle for keeping a sustainable work pace — and what signal shows it works?
My principle is simple. Performance is a marathon, not a sprint. Sustainable systems will always outperform heroic effort.
At Bectran we are in growth mode, which means energy is high and expectations are high. The key is clarity. Clear priorities. Clear ownership. Clear timelines. When people know what matters most, they can execute with focus instead of operating in constant urgency.
The signal it works is consistency. We see strong delivery quarter over quarter without burnout spikes. PTO is being used. High performers are staying. Managers are having proactive workload conversations instead of reactive ones. When performance stays steady during growth, that is sustainability in action.
Which policy or norm makes flexible work succeed — and how do you measure impact?
The norm that makes flexible work succeed is outcomes over optics.
Flexibility only works when accountability is clear. At Bectran we measure performance by results, not by visibility. Deliverables, timelines, KPIs. Those do not change whether someone is onsite or remote.
We measure impact through goal attainment, department performance metrics, retention of high performers and engagement data tied to autonomy. If productivity remains strong and collaboration stays healthy while flexibility increases, then the model is working.
Which wellbeing-related resource do people actually use — and what improvement have you seen on your team?
The wellbeing resources people actually use are the ones that are integrated into culture, not just listed in a benefits summary.
At Bectran that includes flexible PTO, open access to leadership and intentional recognition. When people feel seen and trusted, they use the flexibility responsibly.
We have seen stronger morale in high-demand teams, more participation in engagement initiatives and more proactive conversations about workload and development. Wellbeing works when it is normalized and supported by leadership behavior.
