More pay? Nah. Employees prefer benefits
A new report by the Institute of CPAs revealed that workers would choose a job that offers benefits over a job that offers 30 percent more salary but does not offer benefits. Read this blog post to learn more.
Workers across the country say you can't put a price on great benefits, according to a new survey.
By a four-to-one margin (80% to 20%), workers would choose a job with benefits over an identical job that offered 30% more salary with no benefits, according to the American Institute of CPAs, which released the results of its 2018 Employee Benefit Report, a poll this spring of 2,026 U.S. adults (1,115 of whom are employed) about their views on workplace benefits.
“A robust benefits package is often a large chunk of total compensation, but it’s the employees' job to make sure they’re taking advantage of it to improve their financial positions and quality of life,” said Greg Anton, chairman of the AICPA’s National CPA Financial Literacy Commission. “Beyond the dollar value of having good benefits, employees gain peace of mind knowing that if they can take a vacation without losing a week’s pay or if they need to see a doctor, they won’t be responsible for the entire cost.”
Employed adults estimated that their benefits represented 40% of their total compensation package, according to the study. The Bureau of Labor Statistics, though, states that benefits average 31.7% of a compensation package. Still, workers in the report see benefits as a vital part of their professional lives.
“Despite overestimating the value of their benefits as part of their total compensation, it is concerning that Americans are not taking full advantage of them,” Anton said. “Imagine how employees would react if they were not 100% confident they could get to all the money in their paycheck. Leaving benefits underutilized should be treated the same way. Americans need to take time to truly understand their benefits and make sure they’re not leaving any money on the table.”
Other notable findings from the report include:
- 63% of employed adults believe that being their own boss is worth more than job security with an employer, while 18% added that they will likely start or continue their own businesses next year.
- Millennials were the most likely generation to believe that being their own boss is worth more than job security. They were also the most likely generation to start their own businesses.
- 88% of employed adults are confident they understood all the benefits available to them when they were initially hired at their current job. However, only 28% are "very confident" they are currently maximizing all of their benefits.
- When asked which workplace benefits would help them best reach their financial goals, 56% of adults said a 401(k) match or health insurance, with 33% citing paid time off and 31% citing a pension.
- Baby boomers favor health insurance and having a 401(k) match more than younger generations, while 54% of baby boomers also prioritized a pension, versus only 16% of millennials.
- Millennials put the highest priority on work-life balance benefits, such as paid time off, flexible work hours, and remote work.
For the full report, visit the AICPA’s 360 Degrees of Financial Literacy site here.
SOURCE: McCabe, S. (3 December 2018) "More pay? Nah. Employees prefer benefits" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/workers-prefer-benefits-over-more-pay?brief=00000152-1443-d1cc-a5fa-7cfba3c60000
11 top workplace stressors
According to a recent survey by CareerCast, deadlines are the top workplace stressor for employees. Read this blog post for more of the top workplace stressors.
With workplace stress leading to lower productivity and increased turnover, an important tool in an employer’s pocket is a working knowledge of what workplace stressors exist and how to help workers manage them. A new survey from CareerCast, a job search portal, finds these following 11 factors represent the most common stressors in any given profession.
The CareerCast Job Stress survey had 1,071 respondents who selected the most stressful part of their job from one of the 11 stress factors used to compile CareerCast’s most and least stressful jobs report.
11. Environmental conditions
10. Travel
9. Meeting the public
8. Hazards encountered
7. Life at risk
6. Growth potential
5. Working in the public eye
4. Physical Demands
3. Competitiveness
2. Life of another at risk
1. Deadlines
30% of respondents say this is a leading contributor to workplace stress.
For the full CareerCast report, click here.
SOURCE: Otto, N. (5 May 2017) "11 top workplace stressors" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/slideshow/11-top-workplace-stressors?tag=00000151-16d0-def7-a1db-97f03af00000
5 overlooked keys to attracting, retaining great workers (and keeping them beyond the holidays)
Disorganized or absent onboarding processes can severely impact how long employees stay with a company. Continue reading this blog post for the 5 overlooked keys to attracting and retaining employees.
As 2018 winds to a close, the lowest unemployment rate in almost 50 years seems like cause for celebration. But for bosses battling for talent on the front lines — particularly in high-turnover industries like retail, hospitality and food service — it’s anything but.
Rarely easy, recruiting and keeping hourly workers has become a pitched battle this frantic holiday season, with some employers going to new lengths to fill roles. Fast-food franchises are turning to seniors to flip burgers; sit-down restaurants are sending line cooks to culinary school.
But simpler — and far less costly — ways to boost recruitment and retention among hourly workers often go overlooked. Here are a few small steps that, in my experience, can go a long way in keeping workers happy and on the job this holiday season and beyond.
1. Don’t ignore onboarding.
Whether you’re running a restaurant that’s short on servers, or a retail store that sorely needs sales staff, it’s easy to throw new hires into the fray in the hope that they’ll hit the ground running. But doing so can seriously undermine their longevity in the job.
Studies show that a disorganized — or worse, absent — onboarding process can severely impact how long a new hire stays. Conversely, research from the Brandon Hall Group shows that a structured onboarding process can increase retention by 82% and boost productivity by more than 70%.
Too often, onboarding gets ignored in an hourly context — or confused with on-the-job training. Onboarding is much more than that. It’s an introduction to the company and the workplace culture, outlining expectations and opportunities for advancement. It can even include a peer mentor to help new hires with tips like where to park or a good place nearby to grab lunch. This might seem like a luxury — but in actuality, it’s this kind of onboarding that earns Whole Foods and Old Navy top employer honors year after year.
2. Crowdsource your schedules.
One of the greatest sources of frustration for hourly workers is unpredictable schedules. A recent study from Workjam found more than 60% of hourly workers said the most difficult aspect of their job search was finding a position that matched their availability, and more than half said they receive their schedules a week or less in advance.
Setting consistent work schedules around employees’ needs is an important signal that employers care about their work-life balance, family demands or school schedules.
But managing a complex schedule doesn’t have to fall solely on employers. In fact, including your employees in that process can have a positive impact on morale and retention. New platforms that allow workers to swap shifts directly with each other — without involving a manager — give hourly employees some autonomy over their time at work — something shown to boost retention even more than a pay raise.
3. Find meaning (even in the small stuff).
Research is clear: People who feel they have a purpose at work are more productive at their jobs and stay with them longer. And that goes double for millennials and Gen Z, who want to know they’re working for more than just a paycheck.
It might not be obvious from the outset, but showing hourly workers how their jobs make the world a better place can be a powerful tool for retention. It worked for 1-800-Got-Junk, whose commitment to the environment through recycling household items won kudos from its bought-in staff.
For employers who struggle to connect those dots, something as simple as adding a collection box for the food bank in your break room or regularly coordinating your team for volunteer efforts can work wonders in instilling a greater sense of purpose among your team.
4. Modernize your payroll.
We live in an instant world, but you wouldn’t know that by the way most workers are paid. Compared to our on-demand, digital existence, the traditional two-week pay cycle can seem hopelessly outdated. Not only does this hurt hourly workers who often struggle financially between paychecks — especially during the holiday season — it hurts employers competing for talent.
A survey of more than 1,000 people by the Centre for Generational Kinetics showed the majority of millennial and Gen Z workers would prefer to be paid daily or weekly. Further, more than 75% of Gen Z workers and more than 50% of millennials said they’d be more interested in applying for jobs that offered an instant-pay option.
Companies like Uber and Lyft are already updating the pay paradigm, and winning workers, with same-day pay options for drivers. Online platforms now enable any employer to offer that same convenience, in a way that’s easy to implement and cost-effective. But there’s one important caveat here: to work as a retention tool, on-demand pay needs to be free for employees. Charging people fees to access their own money just makes workers feel like they’re being nickeled and dimed.
5. Culture counts (even when you’re on the clock).
Strong company culture is a major contributor to engagement and belonging — a huge predictor of retention. But it’s too often ignored by hourly employers, as evidenced by the fact that hourly workers consistently rate their company culture to be worse than that of salaried workers.
Particularly in the service sector, where the focus is so directed at customer experience, it’s important for employers to spend time making sure employees feel just as valued. For example, Kimpton Hotels and Restaurants clinched the No. 6 spot on Fortune’s list of the 100 best employers with culture-building policies like allowing employees to bring pets to work and recognizing good grades among employees’ kids.
With the U.S. job market predicted to remain tight for the foreseeable future, competition for talent will continue to be a big hurdle for hourly employers. But a few small changes can yield big returns in retention and recruitment — without breaking the bank.
SOURCE: Barha, S. (3 December 2018) "5 overlooked keys to attracting, retaining great workers (and keeping them beyond the holidays)" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/keys-to-attracting-retaining-great-workers-beyond-holidays
Peer Support Strengthens Mental Health Offerings
Are you considering providing workplace peer-support programs to your employees? Peer-support programs serve as an outreach for employees who are struggling with mental and emotional health problems. Read on to learn more.
In workplace peer-support programs, employees are encouraged to talk to their co-workers before personal issues cascade out of control.
In peer support, employees who have experienced mental and emotional health challenges and learned to manage them help co-workers who are facing similar issues. It isn't meant to replace professional therapy but instead serves as an outreach to those who are struggling. Peers let their co-workers know they're not alone in dealing with mental and emotional health problems and encourage them to take advantage of counseling through an employee assistance program (EAP). Peers also provide ongoing support as employees work to resolve addiction, depression and other issues.
That's good for employees and good for the company, said Mike Weiner, EAP director for global consultancy EY, where peer counseling has proved successful. "It means people are more comfortable getting the care they perhaps had been uncomfortable reaching out for previously."
Two years ago, when the company introduced the peer-support program, it hoped for "a boost in people calling the employee assistance program to get support, and that's exactly what has happened," Weiner said.
EY is not alone. Other companies are creating peer-support systems for their workers.
"We have increased our EAP utilization and have decreased our sick leave, both short and long-term, related to mental health cases," said Lyne Wilson, assistant vice president for talent management at Nav Canada, a not-for-profit corporation that runs Canada's civil air navigation system. "There are employees who are at work today who [otherwise] would have gone out on sick leave, and we were able to prevent that."
Another Source of Support
Stéphane Grenier had served in the Canadian army for 29 years and was dealing with post-traumatic stress disorder and depression when a colleague's offer to talk opened the floodgates of inspiration. Grenier is the founder of Ottawa, Ontario-based consultancy Mental Health Innovations (MHI) and a past member of the Mental Health Commission of Canada.
Peer support at the worksite can help with issues that are no less debilitating just because they're common. "When you are getting a divorce, you are struggling emotionally. That is a mental health challenge," Grenier said.
As helpful as peer support can be, however, it should be considered part of an overall mental health benefits package that includes clinical expertise, he pointed out.
In the past two decades, large employers in the United States and Canada have "availed themselves of good employee assistance programs," Grenier said. Peer support "fast-tracks employees into the hands of care providers when they need it to ensure they get the best support available."
The problem is, he added, "people do not recover in their clinicians' office." In addition to health care and counseling with a professional therapist, "the third leg is to actually support people through the recovery process."
Nav Canada, an MHI client, launched a peer-support program called Light the Way in 2012. EY began its program, originally called r u ok?, in 2016. Other organizations contemplating peer support might look to these employers and their programs for best practices.
A Wider Scope
About a year ago, EY expanded its peer-support program beyond addiction and clinically designated mental illness (such as depression and anxiety) to cover emotional challenges, and it rebranded the program as We Care, Weiner said.
"We saw the rebranding as an opportunity to broaden the scope, and so we talk about issues like sleep, relationships and challenges that come up in the workplace," Weiner said the effort led to a 45 percent increase in calls to the EAP.
"That's a good thing," he said. "It doesn't mean there are more issues; it means people are more comfortable getting care."
Employers can customize the peer-support approach to fit their culture. In Nav Canada's case, trained employees who have gone through similar challenges provide support either in person or through a variety of communication technologies, Wilson said. The Nav Canada intranet includes contact and biographical information on each of the company's peer supporters.
"The description of their experience is written in their own words―whether they went through a marriage breakdown, child custody issues or whatever they dealt with," Wilson noted. "They struggled through that period of time, but they made it through and things are better for them."
Someone going through something similar can text or e-mail a supporter or, if they are in the same building, "just talk over coffee, and the peer supporter may just listen or may refer them to the EAP or a clinical professional, depending on the situation," Wilson explained.
At EY, employees companywide are trained to recognize when a colleague might be dealing with an emotional or mental health issue, and they are encouraged to act, such as by telling the colleague how the EAP can help, Weiner said.
He recognized that some might regard such action as "intrusive" and emphasized that peer supporters are instructed to be respectful.
Nav Canada convenes its 50 peer-support volunteers, divided into seven regions nationwide, at its Cornwall, Ontario, training center for a couple days every year to teach effective ways to reach out to colleagues and what is and isn't appropriate.
Worth the Cost
Annual costs for a company of 2,000 to contract with MHI to launch a peer-support program amounts to "a middle manager's salary," Grenier said.
Calculating whether a peer-support program is worth the cost is not an easy dollars-and-cents equation, however.
"I know [return on investment] comes up," Weiner said. "What's most important to me is that people are using the services. If people are getting help through the employee assistance program, that means they are getting help proactively before there is a very serious issue."
"You don't know what you're preventing," Wilson said. "It is an investment in creating a healthy [and] an engaged workforce."
"Anyone can implement this kind of program," Weiner added. "This is all on a voluntary basis; employees do this because they want to. The size of the program may be smaller at a smaller company, but anyone can do it."
SOURCE: Goth, G. (29 November 2018) "Peer Support Strengthens Mental Health Offerings" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/peer-support-strengthens-mental-health-offerings.aspx/
How to make on-demand fitness work for wellness
Does your business offer on-demand, virtual fitness to their employees? This new technology is making it easier for people to engage in physical activity. Continue reading to learn more.
The way we work out is changing. Technology makes it possible to watch movies, order meals, even rent bikes on our own terms, and people increasingly expect their fitness options to be just as easy. Enter on-demand, virtual fitness.
The demand for virtual fitness is booming. In the United States alone, the virtual fitness market is expected to reach $2.6 billion by 2022. Whether people are too intimidated to go to the gym, have difficulty finding time in their schedules to attend a class, or have difficulty finding classes that fit their needs — virtual fitness makes it easy for them to engage over time.
As a result, more employers are realizing the value of investing in employee health and the benefits of keeping employees physically active. Lack of physical activity contributes to numerous health risks, which can lead to increased healthcare costs and lost productivity. Physical activity has also been found to have a positive impact on mental health and well-being. For example, it’s been estimated that employees who are in poor health are twice as likely as their healthier coworkers to be disengaged from work.
On-demand, virtual fitness is an option that can be more affordable than establishing an on-site gym, and with 35% of employees working remotely, on-demand fitness allows employers to offer the workouts to more employees.
As would-be fitness fanatics increasingly turn to apps to help tone their abs, what should employers know to ensure success? Here are a few strategies.
1. Make it personal. It’s a simple concept: People will be more likely to exercise if they find a workout that appeals to them. The best on-demand options offer classes for a wide range of interests — from cycling to yoga to kickboxing, to mom-and-baby fitness or simple stretching.
2. Make it flexible. People come in all shapes, sizes, and fitness levels. Make sure classes work even if your employees aren’t super fit. Even better, look for something that offers users a natural progression from wherever they start to higher levels of fitness.
3. Make it accessible. The whole point of virtual fitness is that people can take part anytime and anywhere. Look for programming that makes classes available online from a desktop or laptop computer and on both Android and iOS-based smartphones or tablets. This allows employers to make fitness available during lunchtime in the break room, while also giving employees access to short exercises they can do during a break at their desks or even on the road.
4. Make it trackable. Virtual fitness programming can be integrated into your benefits portal to allow for tracking of wellness incentive points. This encourages employees to track their progress and to create a virtual community that encourages the success of all its members.
Today’s workforce is tech-savvy, and that dynamic is only going to become more prevalent. Using mobile devices or apps to give employees what they need to balance life and work will continue to be a smart move for employers.
SOURCE: Von Bank, J. (30 November 2018) "How to make on-demand fitness work for wellness" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/tips-to-make-on-demand-fitness-work-for-your-wellness-program?brief=00000152-146e-d1cc-a5fa-7cff8fee0000
How To Not Get Stuck With Other People's Work Over The Holidays
Begin preparing yourself at work for the holiday season so you aren’t stuck with others work during the holidays. Read on for more tips that will help you to avoid being overloaded with work.
Few people find themselves happy when they are inundated with work on vacation days that had been planned in advance. The month of December is a busy month. People are trying to finish up projects before the holidays and leaving for vacation. Sometimes, finishing up a project involves dumping it or part of it onto someone else’s work plate, many times a junior employee or someone in a non-management position. You don’t have to feel helpless. Here are three tips that will help you to avoid being overloaded with work:
1. Plan ahead.
When you are approaching a time of year in which you know that many people take off from work, take time to plan ahead. Know when your deadlines are, break the work into chunks and get to work now. If you know that a particular colleague has a tendency to hand off work just before they leave for their vacation, inquire with them ahead of time to give yourself more time to complete the work. Stay on top of your work so that you have some room for projects that arise unexpectedly.
2. Distribute the workload among your teammates.
Just because you receive a work assignment does not always mean only you have to complete it. Work can be shared, and allowing others to take on some of the work is an important management skill. The higher you rise in your career, the more you will depend on others to support you in achieving work goals.
If you are part of a team, ask your manager if the work can be distributed among multiple people. The more you spread out the work, the less work each person has to do and the more efficient and productive each person can be.
3. Prioritize the work.
Not all work has to be completed now. Some tasks can be done later. Look at the work that has been passed on to you, and break the work down into individual tasks. Successful people prioritize. Can the tasks be completed after the holidays? If you are unsure, ask your manager or the person that passed the work along. Make no assumptions. Ask for information to make a decision that ensures the quality of the work product and that your vacation is not compromised.
Prepare yourself at work for the holiday season so you don’t get stuck with other people’s work. Plan ahead, share the load and prioritize. Leaders don’t work harder. Leaders work smarter. Be happy this holiday season. Work smarter, and demonstrate your leadership.
SOURCE: Blank, A. (4 December 2018) "How To Not Get Stuck With Other People's Work Over The Holidays" (Web Blog Post). Retrieved from https://www.forbes.com/sites/averyblank/2018/12/04/how-to-not-get-stuck-with-other-peoples-work-over-the-holidays/#2ce47b263006
Who let the dogs in? More companies are welcoming pets
More and more companies are welcoming pets. Seven percent of employers are now allowing employees to bring their pets to work. Read this blog post to learn more about setting up pet-friendly policies.
The list is growing of companies that now have bring your dog to work “paw-licies.” Is yours next?
Google, Zappos and Amazon are some big companies that are pet-friendly, but smaller businesses are going to the dogs too, adding to the now 7% of employers that permit pets.
‘Ruff’ day? Take your dog to work
For example, electronics maker Crutchfield Corp. has a dog-friendly office, which the company says reduces stress.
Walking a dog helps to keep its owner fit, says Adrienne Webster, HR VP, Carfax, another pet-friendly company. But she adds that her employees are responsible for making sure their pets are well behaved.
Many companies implement policies that stipulate dogs need to be healthy, clean and up-to-date on vaccinations.
Dog-friendly office? ‘Paws’ for a foolproof pet policy
If you’re not quite ready to let the dogs in on a full-time basis, you might “paws” to allow your folks’ four-legged friends to sit, stay and play for a day, and see how it works out.
“Policies around bringing pets to work should be clear,” says employment attorney Karen Michael. “To be successful, careful attention and respect for all employees must be considered.”
Since allowing pets into the workplace creates a whole list of concerns – “from unruly, jumpy, biting, irritating dogs, to those that relieve themselves inside to those that bark and disrupt the workplace,” she urges employers to put certain rules in place:
- Written pet policy that dictates a pet owner’s responsibilities, who’s responsible for animal bites, etc.
- Sign-up calendar (to prevent too many pets at the same time)
- Zero-tolerance policy for bad-behaving pets (barking, biting, etc.)
- Pet-free zone (for those with allergies or a fear of animals)
- Liability insurance (employers might ask workers to get as well)
- Employee discipline (for those who fail to clean up after their pets)
SOURCE: Mucha, R. (30 November 2018) Who let the dogs in? More companies are welcoming pets" (Web Blog Post). Retrieved from https://www.hrmorning.com/who-let-the-dogs-in-more-companies-are-welcoming-pets/
Poor hiring practices costing employers valuable talent
A survey by CareerBuilder and SilkRoad discovered that 68 percent of employees believe that their experience as a job candidate reflects how a company treats their employees. Read this blog post to learn more.
A growing number of employers say they find it hard to land good talent — but their own complicated or outdated hiring process may be partly to blame.
Job candidates today have higher expectations for communication, technology and onboarding during their job-search process, according to a new survey from job site CareerBuilder and onboarding tech provider SilkRoad. In fact, 68% of employees believe their experience as a job candidate reflects how the company treats its people.
Dissatisfaction with the process can begin as early as step one: Close to half of prospective workers (46%) are only willing to spend up to 15 minutes before giving up on an application, according to the report.
Not only is time of the essence, but the application experience is paramount, too. While potential workers won’t discount a company entirely for not having a mobile application option, employees are searching for jobs on their mobile devices more than ever before.
The fight for talent is only going to become more intense, and employers need to deliver on job seekers’ continuously evolving expectations to attract the best candidates, says CareerBuilder CEO Irina Novoselsky. “This starts with streamlining the entire hiring process, from the first candidate engagement to new-hire onboarding, which can be achieved through technological innovation and a more intuitive, mobile-friendly experience.”
A consistent dialogue remains another big must-have for candidates. Expectations among applicants are changing for when and how they hear from a prospective employer, the study found. Once they’ve applied, job seekers want more — not less — communication.
Many applicants cite a lack of acknowledgment or receipt notification from an employer for a submitted application as a top frustration of the job search. Additionally, 76% of job seekers say they expect to receive a personalized email from an employer acknowledging they received the application. This percentage decreases steadily as the age of the job seeker increases, but it’s consistently the top method of communication expected.
Other top notification methods include phone calls (36%) and text messages (18%).
Regardless of the type of communication, a majority of applicants want — and expect — employers to keep them updated throughout the process when they apply for a job. Candidates want a clear timeline for the hiring process and will begin to discount a company if they are left in the dark. When applying to a job, 55% of employees are willing to wait less than two weeks at the most to hear back from an employer before they give up and move on.
And employers shouldn’t end the engagement once an offer is made, the survey results suggest, because with 51% of potential candidates continuing to look for new opportunities after being extended an offer, the use of personalized, ongoing communication through the onboarding process will remain key.
When nearly one in 10 employees have left a company because of a poor onboarding experience, it’s important to understand the full scope of onboarding that is expected by today’s employees, according to the survey. Successful onboarding for a new hire is critical for their long-term vision of culture and career potential at the new company. However, a focus on the mission and growth factors of the company can’t neglect seemingly basic onboarding elements for the employee’s day-to-day experience and overall integration into operations.
“Technology is playing an increasingly critical role in enabling touchpoints along the recruitment and new-hire journey to facilitate human interactions,” says Robert Dvorak, CEO of SilkRoad. “We realize the customer’s journey doesn't end with a purchase, nor does the employee’s end with an offer. By using technology throughout the entire employment journey, employers can intentionally onboard candidates and employees, keeping them engaged at key points over time.”
SOURCE: Otto, N. (28 November 2018) "Poor hiring practices costing employers valuable talent" (Web Blog Post). Retrieved from: https://www.benefitnews.com/news/poor-hiring-practices-costing-employers-valuable-talent
What’s in store for voluntary benefits in 2019
Voluntary benefits will continue to be popular with benefit managers who are trying to lower healthcare costs and retain employees. Read this blog post for more 2019 voluntary benefits trends.
Benefit managers are still catching their breath as the curtain closes on this year’s open enrollment season. But smart benefits managers are already evaluating new products and benefit changes for the 2019-2020 season.
Themes around cost-saving strategies concerning healthcare premiums will continue to resonate — but what else will happen in the upcoming year? Voluntary benefits will continue to hold the key for many benefit managers looking to lower costs and maintain value for employees by providing flexibility to a diverse workforce.
Voluntary benefits offer pivotal advantages to employers and employees alike. By offering these programs through an employer, employees often receive better pricing, plan designs and underwriting support compared to what is available on the individual market. Payroll deduction capability and enrollment as part of their normal core enrollment process and portability are also available.
Here are three voluntary benefits to watch in 2019.
Employee purchase programs.
Nearly one quarter of all Americans do not have adequate emergency savings, according to a survey by consumer financial services company Bankrate. This means that if they need to make a significant purchase, they are likely to withdraw a loan from their 401(k) plan.
Employee purchase programs help employees pay for items they may need immediately, but may not have the funds or credit available. These programs generally allow employees to spread out the payments on the purchased products — such as appliances, car tires or computers — over a period of time through payroll deduction. Young employees who are trying to establish credit while managing student loan repayments — and may be strapped for cash — can especially benefit from an employee purchase programs.
Group legal insurance plans.
Group legal plans are not new, but they are still valuable for employees. For a cost that is less than a cup of coffee, group legal plans provide employees with access to attorneys for will preparation, estate planning, dealing with elderly parents, traffic violations, real estate purchases, and document review and preparation. These plans offset the expense of professional legal representation and the time it takes to locate the right representation to handle legal matters.
These plans may be especially valuable to employees who are thinking of buying a house, adopting a child or planning for their estate. Still, group legal insurance plans are available to all employees, and can provide a buffer for workers who may need to navigate identity restoration after a theft or combat an unforeseen traffic ticket. These plans also save employees time and money when the need for a legal professional arises.
Student loan benefits.
Student loan benefits have been one of the hottest topics in voluntary benefits in 2018 and it’s not going away any time soon. An IRS private letter ruling this past August allowed one company to amend its 401(k) plan to allow employer contributions of up to 5% to individuals who contribute at least 2% to their student loan. This may just be the start to more legislation concerning student loan debt solutions.
In the interim, as the tuition debt crisis grows, employers are seeking ways to support their employees. There are several strategies that can be employed.
Some solutions can be offered at no cost, while others have administrative charges and the cost of contributions to factor in. For employers who have the budget, a student loan repayment plan may be the answer. There are many vendors who can partner with an employer to help develop a plan that is designed to meet the company’s goals.
Employers without a budget can seek a student loan solution partner that offers comprehensive educational tools such as written materials, debt navigation tools, FAQs, one-on-one counselors and webinars. Another option is to offer student loan refinancing. These lenders can help employees manage their debt. Even though refinancing is not for everyone, well-vetted student loan refinancing partners should be considered as part of a comprehensive student loan debt solution strategy. Understanding the approval rate is important, as well as whether there are any other incentives, such as a welcome bonus, that may be applied to the loan principal.
SOURCE: Marcia, P. (28 November 2018) "What’s in store for voluntary benefits in 2019" (Web Blog Post). Retrieved from: https://www.benefitnews.com/opinion/whats-in-store-for-employers-and-voluntary-benefits-in-2019
Viewpoint: Why Respect, Dignity and Kindness Are Foundational Workplace Principles
Corporate leadership shouldn't wait for disruptive incidents to occur before they focus on the state of their workplace environment. Read this blog post to learn more.
SHRM has partnered with Security Management magazine to bring you relevant articles on key HR topics and strategies.
This is the #MeToo era. The great wave of public accusations involving inappropriate conduct such as sexual harassment between managers, employees and co-workers has washed over U.S. workplaces, unsettling everything in its wake.
But sexual harassment is not the only conduct that can help turn a working environment hostile. Given this, employers who take action now to help establish and solidify a welcoming and hostility-free work environment will be better positioned for the future. Such actions can come in many forms, ranging from zero-tolerance anti-harassment policies and violence prevention training to diversity task forces and team-building exercises.
While they vary, these actions all benefit from a proactive approach. Opposing views and opinions are inevitable among a diverse workforce, but leaders of organizations should not wait until disruptive incidents break out before focusing on the state of the workplace environment. Instead, they can start immediately.
Respect and Dignity
Human resources is a team sport. No one HR manager, no matter how talented or knowledgeable, can completely shoulder the burden of protecting his or her firm from employee issues and litigation. A cohesive HR team, on the other hand, is positioned to tackle anything thrown its way. But when one gear gets out of whack, the whole team is affected and compromised.
Take, for example, how an entire company can be impacted by one disruptive manager. Sam's team was led by a small group of managers who worked well together; they collaborated to achieve goals and boost one another to success. However, a new manager, Chris, was brought on.
Chris had a markedly different type of attitude and leadership style. Chris was demanding and sometimes even yelled at employees in public. He occasionally disparaged another manager's directions to team members and would even threaten a firing in an attempt to improve performance.
A few months after this leadership transition, some employees began to leave Sam's team by choice. But those are not the only changes triggered by the new manager. Some of Sam's team members absorbed the negative qualities Chris exhibited, including degrading public chastisements, gossiping and expressing increased agitation in the office. Chris' overwhelming negativity threw a wrench into a once strong team and threatened to break it down into an unproductive group of individuals.
Before Chris took over, Sam's team members respected one another and successfully accomplished goals. Chris' harsh leadership eroded the members' respect and kindness, causing productivity to decrease and spirits to drop.
How can HR help make sure this type of situation is addressed and avoided? When building a team, it is important to establish respect, dignity and kindness as foundational principles. This will very likely increase productivity and reduce the risk of violent workplace behaviors. When employees feel respected and treated with dignity, they are more likely to treat co-workers and customers the same way. This creates a positive culture within the organization.
To facilitate this, HR should go beyond simply asking employees to be civil and respect one another. They should also explain how to do so, and demonstrate what civility means to the organization by providing examples of positive interactions.
Support the Company's Culture
During my time as a line manager, there were key opportunities for me to support the company culture. All managers can take advantage of the same opportunities, if their organizations are willing to provide them.
For example, orientation sessions are an opportunity for HR leaders to introduce themselves, their department and the values of the organization to those who are being onboarded. Time can be devoted to explaining appropriate workplace behavior through the use of scenario-based situations.
In addition, department team meetings offer opportunities for HR professionals to join in to discuss relevant issues and provide training through small group discussion or case study review. Team members can assess a situation and provide feedback on how it should have been appropriately handled. Using both positive and negative behaviors as examples will help employees understand the difference.
Open houses are another possible venue for educating discussions. HR may arrange with company leaders to have a time where employees stop by, ask questions and participate in discussions that help them understand their role as part of the larger effort to maintain a healthy, inclusive workplace.
Finally, it is important to remember that HR staff should help line managers serve as role models of appropriate behavior. If they are behaving badly by being rude, disrespectful or uncivil, how can HR expect them to help the organization promote a culture that values everyone?
In the end, HR cannot assume that people managers understand what is and is not appropriate. Setting expectations from the start, and clearly demonstrating how to positively act and show respect to co-workers is an effective way for HR to set the right tone—and a more active and effective approach than simply hoping for the best. This will have a ripple effect throughout the workforce, and it will help prevent future breaches of conduct from triggering a domino effect of disrespect, such as the one caused by Chris' behavior.
This article is adapted from Security Management magazine with permission from ASIS © 2018. All rights reserved.
SOURCE: Solon, R. (28 November 2018) "Viewpoint: Why Respect, Dignity and Kindness Are Foundational Workplace Principles" (Web Blog Post). Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/employee-relations/Pages/Viewpoint-Why-Respect-Dignity-and-Kindness-Are-Foundational-Workplace-Principles.aspx