Denise Bennett, the owner and CEO of Extreme Routes, an indoor rock-climbing gym, needed to clear her head. She wanted to do what she did best-climb a really difficult route, at least a 5.11 on the Yosemite Decimal System, preferably with a difficulty suffix of c or "Kitty, will you set up a new route for me? And make it hard." "Sure thing, boss. Is 5.12 d okay?" Kitty, the route setter and instruction manager, had been at Extreme Routes for seven years and was of Denise's closest friends. "Perfect!" these expenses? She had a good staff, and she wanted to keep them, but she wasn't sure she was spending her budget for salaries and benefits as effectively as possible. Denise had a basic compensation plan in place. Route setters were paid the most, because without new routes, the gym's clients wouldn't keep had medical, dental, vision, and life insurance. During the last staff meeting, both Kitty and Misha, the front desk manager, mentioned the many of their employees wanted to move up in the organization. That was fine with Denise, whose strategic plan included opening a new gym within the year.
Denise is thinking that she will need to provide her employees with non-traditional benefits in the future to attract the best and brightest job applicants. which of the following is a non-traditional benefit?
A. Health
B. Dental
C. Payment of student loans
D. Vision