ACA's auto-enrollment requirement repealed
President Barack Obama signed the "Bipartisan Budget Act of 2015" on Monday.
The bill's main focus is a two-year budget deal increasing spending limits to averg a damaging deficit.
Nestled in the fine print of the bill is a change to the Affordable Care Act. The bill repeals the ACA's auto-enrollment requirement. This means, employers with more than 200 employees and more than one health benefit plan will not automatically enroll full-time employees into one of the health plans.
Employers are still free to use default or negative elections for employee enrollment.
RELATED: Congress passes budget bill, what does it mean for employers?
Over-screening could be killing your wellness program
Wellness programs are seen as a way to hold down healthcare costs for companies. The idea is you give employees a helping hand to better their health and eventually their need for doctor visits and medications lessen.
But is it working?
Al Lewis, CEO of Quizzify and author of Surviving Workplace Wellness, believes the U.S. is "drowning" in over-diagnosis and over-treatment and wellness programs are partly to blame, according to EBA's article, 'Wellness programs ‘massively over-screening’ people'.
“This country is drowning in over-diagnosis and over-treatment, raising health care costs,” Lewis said.
Lewis believes the over-testing done on employees as a requirement in a company's wellness program could lead to false positives, unneeded medications or higher expenses for employers and employees.
Ron Goetzel, senior scientist at Johns Hopkins Bloomberg School of Public Health, agrees there are a lot of lousy wellness programs out there, but there are some good programs too.
“What we’re trying to do is figure out what works,” Goetzel said. “The most effective way is creating cultures of health where people go to work every day and come out healthier because of the culture, through leadership support and commitment, and a culture of doing everything to promote health.”
Lewis and Goetzel comments come from debate during the Population Health Alliance Conference in Washington, D.C. on Nov. 2, 2015.
What can an on-site or near-site clinic do for your company?
Some companies are redefining how their employees visit the doctor by providing on-site or near-site clinics.
MillerCoors' clinic employs 10 people, including a full-time physician, a full-time physical therapist and a part-time physician assistant. The clinic offers convenience with appointments scheduled for a minimum of 20 minutes.
Last year, according to the Milwaukee Journal Sentinel, the clinic had about 2,600 patient visits for primary care, 1,900 visists for physical therapy and 2,20 ancillary visits, such as getting a blood-pressure test.
"We think it's been quite effective in slowing the rise in health care costs," said James Sheeran, director of corporate benefits for MillerCoors. "We are very confident of that."
The MillerCoors clinic is run by QuadMed which emerged from a clinic Quad/Graphics opened almost 25 years ago. QuadMed president Sue Buettner explained the savings can vary by employer, because they depend on the workforce and services offered.
Near-site clinics are also a growing trend. These clinics are shared by several employers. For example, Wisconsin's West Bend School District has a clinic at the school district's central office.
The clinic is open 30 hours a waeek and staffed by a physician assistant. The majority of the PA's time is spent on wellness and providing basic primary care.
The school district's health plan covers a visit to the clinic and includes lab tests and prescription drugs from the clinic's limited pharmacy.
Valley Elliehausen, chief operating officer of the West Bend School District, said a visit to the clinic costs on average $129 compared to $226 for an office visit.
But, Elliehausen said, the real savings are expected to come from helping some employees and family members change their behavior and live healthier lives.
RELATED: Employers' on-site health clinics provide convenience and control costs
Congress passes budget bill, what does it mean for employers?
Congress passed the Bipartisan Budget Act of 2015. President Obama released a statement Friday morning applauding Democrats and Republicans for their passing votes.
“I applaud the Democrats and Republicans who came together this morning to pass a responsible, long-term budget agreement that reflects our values, grows our economy and creates jobs,” President Obama said in the statement. “This agreement is a reminder that Washington can still choose to help, rather than hinder, America’s progress.”
The big picture on the bill approved a two-year budget deal that would increase spending limits and avert a damging default.
RELATED: Senate approves two year bipartisan budget agreement
What does the budget bill mean for employers?
The bill repealed the Affordable Care Act's provision requiring employers with more than 20 employees to automatically enroll a ful-time employee in a health plan if overage wasn't voluntarily chosen or declined by an employee. However, since 2012 regulators have not put great emphasis on the provision.
“Striking this redundant requirement off the books puts health decision-making back in the hands of American workers and their families, and provides employers with relief from potentially problematic and burdensome regulations,” Christine Pollack, vice president of government affairs at Retail Industry Leaders, told Employe Benefit Adviser. The RILA is a trade association representing more than 200 of the world’s largest retail companies, including Wal-Mart, Walgreens and Apple.
The bill also provides that the single-employer fixed Pension Benefit Guaranty Corporation (PBGC) premium would be raised to $68 for 2017, $73 for 2018 and $78 for 2019, and then re-indexed for inflation. The bill also bumps the due date up to the ninth calendar month beginning on or after the first day of the premium payment year. It was the tenth calendar month.
RELATED: Changes employers would see with the budget bill
IRS proposed regulations recognize same-sex marriage
The Supreme Court's June 2015 ruling in Obergefell v Hodges holds that no state can refuse to recognize a lawful same-sex mariage performed in another state. States are also unable to distinguish between marriage and same-sex-marriage.
Supreme Court justices ruled that the 14th amendment requires a state to license a marriage betwen two poeple of the same sex. States must also treat same-sex marriages no differently than heterosexual marriages.
The IRS' proposed regulations based on the ruling will impact married couples, employers, sponsors, and administrators of employee benefit plans and executors.
Here's what to know abut the IRS Proposed rule changes and clarifications:
- terms indicating sex - such as "husband", "wife", and "husband and wife" - will be interpreted in a neutral way to include same-sex and opposite-sex spouses
- marriages recognized by any state, possession or territory of the United States will be recognized for federal tax purposes. Marriages in foreign jurisdiction will be recognized if the marriage would be recognized in at least one state, possession, or territory of the United States.
- the term "marriage" does not include registered domestic partnerhips, civil unions or similar relationships recognized under state law.
- couples choose between relationship types deliberately, and for some there are benefits to being in a relationship that provies some but not all protections and responsibilities of marriage.
Comments on changes stemming from Obergefell v Hodges will be accepted through Dec. 7, 2015.
To read the Proposed rule as outlined in the Federal Register, click here.
Is self-care the new health care?
Allowing employees more access to self diagnosis and treatment could reduce unproductive work time and save on healthcare costs.
John Scorza, an associate editor of HR Magazine, explains how selfcare could work for you via shrm.org.
Ten percent of visits to the doctor’s office are unnecessary, according to the Consumer Healthcare Products Association (CHPA). Those appointments cost U.S. employers billions of dollars in lost productivity and unnecessary health care costs. But what if employees knew how to recognize routine medical issues that they can treat themselves? And what if companies encouraged such self-treatment?
While no one expects to turn employees into diagnosticians, providing a little education and access to health information as part of workplace wellness efforts can mitigate the need to visit a doctor for a number of common ailments.
That’s precisely what some participants at the U.S. Chamber of Commerce Annual Health Care Summit want employers to do.
“Unhealthy workers are unproductive workers—and they’re expensive,” according to Scott Wallace, distinguished fellow at the Geisel School of Medicine at Dartmouth University. The cost of poor health is estimated to be 3 to 10 times the total cost of all employee benefits, he noted at the Oct. 20 summit in Washington, D.C.
“It’s essential that we continue our search for value,” added Scott Melville, CEO of the CHPA, an industry trade group.
The largest cost to employers is presenteeism: People who are at work but are unproductive because of their health problems. The cost of presenteeism is higher than the combined costs of medical care, prescription drugs and absenteeism. “By some estimates, it accounts for an estimated 10 percent of all labor costs,” according to Sean Sullivan, CEO of the Institute for Health and Productivity Management (IHPM), a nonprofit organization that advocates treating employee health as a business asset.
Promoting Self-Care, When Appropriate
The good news is that employers are in an ideal position to help employees change their behavior, Sullivan said. This is where self-care comes in. Self-care is defined by the World Health Organization as “personal health maintenance to improve or restore health and to treat preventative diseases.”
Self-care comes in various forms, according to Melville. These include:
- Prevention methods.
- Exercise.
- Healthy eating.
- Taking dietary supplements.
- Treatment of chronic conditions.
- Taking over-the-counter (OTC) medicines.
OTC drugs are a critical component of self-care because they can be an effective option to manage minor ailments and chronic conditions. One study cited by the IHPM estimated that every $1 spent on OTC medicines saved the U.S. health care system $6 to $7 due to fewer physician visits and less spending on medical care.
Lisle, Ill.-based Navistar International, which manufactures commercial trucks, buses and defense vehicles, has successfully used self-care as a strategy to manage employee wellness and productivity, according to an IHPM white paper. The company gave its 16,500 employees self-care manuals that encourage the use of OTC medicines for common health problems. As a result, the company said it has saved between $1 million and $2 million annually (excluding savings from reduced presenteeism) for more than 10 years. (Wallace suggested that www.knowyourotcs.org is a useful website for employers and employees to learn about the proper use of OTC drugs.)
Common Conditions
A handful of conditions account for the bulk of the costs of presenteeism and reduced productivity on the job. These include:
- Mental health issues, chiefly depression.
- Musculoskeletal pain, such as lower back pain and repetitive motion strain
- Respiratory problems, primarily allergies.
- Gastrointestinal problems, including heartburn and gastroesophageal reflux disease (GERD).
But all of these conditions (excluding mental health) are ripe for self-treatment, Sullivan said.
And that could add up to significant savings. Bethesda, Md.-based Lockheed Martin, a global aerospace firm with 112,000 employees, determined that lower back pain, allergies and GERD cost the company $3.25 million every year in lost productivity at work.
While brand-name pharmaceutical companies run pricey TV ads encouraging consumers to visit their doctors and ask for the latest, frequently expensive treatment (especially for GERD), these conditions generally can be self-managed by employees cost-effectively through the use of OTC medicines, Sullivan remarked.
Before making a self-care program part of a health and wellness strategy, employers first need to know the health care needs of their employees, Wallace advised. Similarly, Sullivan suggested targeting the population of workers who have common conditions that cause presenteeism. “These are all really treatable,” he said.
What to do when the boss yells
When things go wrong in the workplace, emotions can run high. Sometimes those emotions can lead to a yelling boss. What do you do if the yelling is directed at you?
It's an important thing to consider. How you react sets the tone for what happens next.
Kat George with Bustle outlines 6 things to consider.
1. Ask To Schedule A Private Meeting
If someone is yelling, it's probably because they're at their wit's end. They feel cornered by whatever conundrum they're facing, and might have become irrational about dealing with it. Whether your boss's concerns are legitimate or frivolous, you can diffuse the situation by calmly asking for a private meeting at which to discuss the meeting at hand. Make it formal: book a conference room and schedule a time that day so you two can sit down and hash out the problem, as it's most likely a solvable work challenge.
2. Explain Yourself
Again, remain calm, but speak up. If your boss has the wrong idea about something you've done, say so. Don't be vindictive or petty in your speech. Keep it matter-of-fact, and explain yourself. If your boss is demanding answers, give them. Be clear and succinct, and keep to the point without waffling on. If you can be direct in your communication chances are your shouting boss will calm down and meet you at your timbre.
3. Own Up To Your Mistakes
Don't make excuses. If you're getting yelled at because you messed up, own it. Denying your responsibility will only make your boss madder. Don't be combative when you're in the wrong, it won't serve you in the long run. Let your boss know that you understand your mistake, are very sorry, and will work as hard as you can to fix the problem as fast as possible. Chances are the more repentant you are about your mistake and the more willing to fix it, your yelling boss will soften and even feel bad about coming down on you so hard. We're all human, even bosses.
4. Offer A Solution
Whatever's going on, whether it's because of your folly or something out of your control, offer a solution. Yelling comes from frustration, so chances are your boss feels cornered, and is ironically probably terrified of being yelled at by their own boss. If you can be creative and show initiative in moving forward, you might be offering your boss a solution they couldn't see on their own.
5. Never Yell Back
Never, under any circumstances, yell back at your boss. Don't give your angry boss a reason to be angrier. Even when they should be more professional, you need to be the bigger person. It might seem unfair in the short term but it will serve you better in the long run.
6. Always Follow Up
When you've had a conflict at work, always follow up to see that it's resolved. After you've been yelled at by your boss, follow up the next day to make sure everything is square. Whether that's working towards the solution, or finalizing the solution, stay on top of it, and show that you care about your job and making things work. No one wants to be in their boss's bad books, especially when that boss is prone to flying off the hook, so be proactive (which you should be anyway at work!) to earn your good graces back.
Why planning for retirement matters
Planning for retirement is a bit of a numbers game. It's not just about deciding when you plan to retire, but also estimating how many years you plan to live in retirement. You also have to figure in the cost of healthcare during retirement which could include long-term care.
According to numbers from the National Retirement Planning Coalition, there's been a significant increase in the life of a 65-year-old over the past generation.
In 1980, the average life expectancy for a 65-year-old man was 79.1 years and for a female it was 83.3 years. In 2010, that number increased by over 3 years.
While 3 years may seem small, it can have a financial impact on those living in retirement.
An example from the from the National Retirement Planning Coalition shows a 21 percent increase.
$50,000 of annual expenses in retirement
- 14 years in retirement = $700,000
- 17 years in retirement = $850,000
The example above does not include the cost of healthcare in retirement which can drive up the cost. The Insured Retirement Institute (IRI) and Health View Services estimate the cumulative health care expenses for a 65-year-old man in 201 was $370,000 and for a woman $417,000. That does not include the cost of long-term care.
The majority of workers today depend on individual account plans, defined contribution plans and individual retirement accounts to save for retirement.
Tips to building a wellness champion network
Original post by shrm.org
A wellness champion network is a group of employees who work to improve the health and culture of the workplace in conjunction with an employer-sponsored wellness program. By socially connecting with others and helping to educate their co-workers about program offerings, wellness champions strive to achieve this shared goal.
For companies that have champion networks in place, their champions are crucial to how program information is communicated to employees—and the level of acceptance their programs receive.
Research by StayWell, a health engagement firm, has shown promising connections between the use of wellness champion networks as a part of organizational culture and wellness program outcomes, such as health risk assessment completion rates. Employers are recognizing the potential impact of the social influence of wellness champions.
RELATED: 14 tips to help your company implement wearables in wellness programs
Employer Guidance at a Glance
Wellness champions generally volunteer for this role; it is not part of their paid position. And a company can have a handful of champions or it can have hundreds, depending on the company size and number of locations.
Though there is no clear evidence to indicate what constitutes an optimal number of champions, experienced wellness practitioners often recommend setting a target of a representative 1 percent of your workplace population to serve as champions. A “stretch goal” could be to have up to 3 percent of your workforce serving as champions.
What does it take to be a wellness champion? The one essential characteristic for an individual to possess is a passion for good health. Whether champions aim to lose weight, manage their diabetes, become more active or stop smoking, or if they have already achieved their health goals, champions need to believe in the value of health improvement and be willing to support the benefits of corporate wellness programs—and to share both their passion and experiences with others. These are individuals who truly embrace the notion of “walking the talk” and strive to be positive health role models to their peers.
Creating a Wellness Champion Network
If you think your organization would benefit from a wellness champion network, or if you already have a network in place and are looking to enhance or improve on how the group currently operates, think about the following questions:
Who are your top wellness champion candidates?
Seek out employees with the following characteristics:
- Passionate—Employees who aspire to be champions and have enthusiasm for enhancing the culture of health at their workplace.
- Social skills—Employees who naturally make connections with and show compassion for their co-workers. Champions should be easy to approach, have strong communication and leadership skills, and be looked up to by their co-workers.
- Role model qualities—Employees who express a personal interest in healthy lifestyles, regardless of their current health status, can be excellent advocates for healthy behavior change.
What roles and responsibilities will you assign your wellness network champions at various levels?
This is closely tied to the goals and objectives employers hope to achieve. For example, tasking wellness champions with helping to improve awareness of wellness programs and increasing engagement in health education opportunities across the employee population can help create or enhance a culture of health at the workplace, as well as improve program participation. In addition, wellness champions can be responsible for:
- Collaboration with established groups within the workforce.
- Communication with location-specific leadership.
- Providing feedback to corporate benefits/HR departments regarding program implementation and offerings.
What internal communications systems need to be in place?
Establish a communication structure for the network that aims to empower employees with information worth sharing among their peers. To do this:
- Ensure that champions are provided clear expectations from a wellness leader about the responsibilities of network membership and how expectations fluctuate based on program-year initiatives.
- Ask about conflicts of interest. Consider screening volunteers about interests outside of the company related to commercial health products or programs.
- Encourage network members to consider how they can effectively reach out to employees and keep management informed around the feedback they receive.
- Consider establishing reporting metrics, giving your wellness champions and leaders known targets and a consistent structure for reporting their initiatives.
For example, you may choose to tie results of your wellness network to your overarching employee health management goals, or to the three pillars of a comprehensive wellness program: communications, culture and incentives.
Employees involved in the network need to be able and willing to dedicate time to the role, and they need to have the support of their supervisor or manager for the responsibilities and expected time commitment of being a champion. StayWell’s research indicates champions average about 12 hours per month on wellness activities at their locations.
What metrics should be used to measure increase in wellness events/programs?
Metrics should align with the overall goals and objectives established for your wellness champion network. These may include:
- Program participation rates, overall and/or tracked by location or facility.
- Employee satisfaction with specific aspects of the program (that may be influenced by the wellness champions).
- Changing cultural norms, such as food orders for meetings and events and vending machine sales, through the use of a culture assessment.
Tips to Ensure Network Success
The following are examples of what champions can do to promote improved health throughout an organization:
- Routinely communicate. Ensure that wellness program and policy information/updates are received and understood by their fellow employees.
- Be visible. Serve as role models to other employees by implementing and actively participating in program offerings.
- Share wellness stories. Testimonials can be a profoundly effective motivation tool.
- Host wellness-related educational events. These can include “lunch and learns” to promote healthy behaviors (healthy eating, exercise) and stress management techniques.
- Organize physical activity. Mid-day walks and after-work exercise are examples.
- Coordinate health fairs and onsite screenings. This will involve working closing with HR staff and management.
- Keep the program fun!
This wellness champion network tip sheet poster can be printed and posted at your worksite.
A final point: Once you establish a wellness champion network, it’s essential to nurture it so the team can continue to support your corporate health initiatives.
Technology-free moments you should add to your workday
Technology cannot be tossed out of the workplace. For many, it is seen as a lifeline to get work done. But there are times the clacking of keyboards or the latest Twitter update needs to be set aside.
Tony DiCostanzo, a frequent Forbes contributor and president and founder of BookPal, cites moments in your workday where technology could and should be left behind.
Make eye contact
If your colleague comes to you with a question, look them in the eye and skip the Facebook skimming. Flipping through text messages and social media while someone waits on you is the equivalant of turning your back on that person.
Bring the notebook
At your next meeting, leave your laptop at your desk and grab pen and paper. Studies suggest those who go old fashion remember important ideas and conversations better than those that break out the laptop. When you get back to your desk, copy your handwritten notes into a Word document or Excel spreedsheet.
Silence
A crucial moment interrupted by a ringtone could create a different outcome depending on the situation. For example, an interview. It's best before walking into any meeting or interview to silence your phone.
Practice what you preach
A tip for managers. If you get agitated at someone bringing their laptop to a meeting or forgetting to silence their phone, remember to do the same. Employees follow your example.