The new battles to come over working from home
A lot of things can be expected to go back to normal once the COVID-19 pandemic is truly over. Restaurants, cruise ships and resort towns will be packed again. Spending on home improvements will subside.
Since early last spring, though, many thoughtful people have been speculating that the workplace will never be the same. The success of the great experiment in working from home during the pandemic has made it much clearer than it was before that many of the things we do in offices can be done just as well or better while working remotely and communicating electronically. And because a lot of the best jobs in recent decades have been concentrated in crowded, expensive cities, this could also provide an opportunity for workers to relocate to places where life is simpler and real estate cheaper.
The extent of this permanent shift remains anybody’s guess. But views about it are becoming better informed as time passes, and two recent releases of survey data offer a fascinating compilation of them. They express a consensus that a lot more work will be done remotely in the future than was the case before the pandemic, but also reveal some potential conflicts over how exactly that will play out.
Hiring managers surveyed for online talent marketplace Upwork, for example, predict that 37.5% workers at their organizations will be working remotely at least part of the time five years from now, up from 21.2% before the pandemic.
Meanwhile, on the basis of several large surveys of workers conducted from May through October, economists Jose Maria Barrero, Nicholas Bloom and Steven J. Davis, in a paper titled “Why Working From Home Will Stick,” forecast that 22% of all full work days in the U.S. will be supplied from home after the pandemic ends, compared with just 5% before.
That estimate is based on workers’ assessments of their employers’ plans. The workers themselves would like to stay home 44% of the time — a preference that is roughly constant across demographic groups, education levels and incomes. But expectations about employers’ plans vary a lot, especially by worker income.
For another, their employers may get more out of it. The Barrero-Bloom-Davis surveys asked respondents to assess their efficiency working from home during the pandemic relative to what they had expected, and higher-income workers reported the biggest positive difference.
These are self-reported estimates, and may not reflect actual productivity gains. But Bloom, a professor at Stanford University, is co-author of a much-cited study that found call-center workers at a Chinese online travel agency to be 13% more productive when allowed to work remotely. He, Barrero (Instituto Tecnologico Autonomo de Mexico) and Davis (University of Chicago) conclude on the basis of their surveys that post-pandemic work-from-home plans could raise productivity by as much as 2.4%.
Other factors include the reduced stigma of working at home, investments by employers and employees in better work-from-home arrangements (which in their estimation added up to as much as 1.2% of 2020 gross domestic product), improved technologies and positive network effects from more people working remotely.
As we’ve already seen, though, the benefits of remote work probably won’t be evenly distributed among income groups. They also probably won’t be evenly distributed between genders: the Barrero-Bloom-Davis surveys found that men were more likely to be able to work from home, and also reported bigger productivity gains from doing so.
Then there are the geographical implications. Earlier this fall, Upwork Chief Economist Adam Ozimek concluded on the basis of multiple surveys that 6.9% to 11.5% of U.S. households are planning to move because of the new remote-work opportunities created during the pandemic, most to places two hours or more away from their current location (i.e. outside of daily commuting range). Barrero, Bloom and Davis estimate that increased working from home will decrease spending on meals, entertainment and shopping in major business districts in the U.S. by 5% to 10% relative to pre-pandemic levels.
A lot will depend on the particular shape that remote work ends up taking. In the Barrero-Bloom-Davis surveys, about half of those who can work from home envision a future in which they’ll do so one to four days a week but still come into the office at least once a week, while 27.3% hope to work from home full time.
Some Silicon Valley companies have already informed workers who have moved to places with lower living costs that their pay will be cut commensurately. So while there will likely be significant economic gains from increased remote work, it’s far from clear yet who will get to pocket most of them.
SOURCE: Fox, J. (17 December 2020) "The new battles to come over working from home" (Web Blog Post). Retrieved from https://www.benefitnews.com/articles/the-new-battles-to-come-over-working-from-home
HR checklist: 5 things to-do before the new year
2020 has been… a year. But before HR professionals look hopefully to the future, they need to tie up loose ends to ensure their workforce starts the new year off on the right foot.
“This has been a strange year, and a stressful one for both employees and their companies,” says Tauhidah Shakir, vice president of human resources and chief diversity officer at Paylocity, an Illinois-based HR software company. “Anything you can do to get ahead of things to wrap up this year is going to help alleviate that stress and get everyone off to a good start.”
The pandemic has caused a lot of stress in the workplace. In November alone, 42% of Americans reported experiencing cases of anxiety or depression, according to the Centers for Disease Control and Prevention. As an HR manager, Shakir believes that staying organized, and helping employees through end of year changes will help alleviate stress for everyone. To help other employers cope with these unprecedented times, she created an end of the year to-do list to help other HR professionals stay on track.
Note last payroll date
“Keep an eye on the payroll process, and be sure to note the first day of the New Year falls on a Friday so it doesn’t take you by surprise,” Shakir says. “You have to make sure people are getting their sick and bonus time. Have it all plotted out so you’re not rushing at the last minute.”
Open enrollment
“This isn’t like any other open enrollment; HR needs to over communicate what benefits they’re offering, and which ones are going to help their employees the most,” she says. “We don’t know how much things are going to change in the New Year; make sure employees are prepared by making them aware of any mental health, financial wellness and other benefits that can help.”
Go paperless
“Since many of us are not all working in the same space right now, this is the perfect time to switch the workforce over to a completely paperless documentation process,” Shakir says. “Email employees their end of year documents; it’s going to be a lot less stressful than them waiting for it to come through the mail.”
Employee feedback
“This year presented a lot of challenges for everyone, and you’re going to want to take any lessons learned into the New Year,” she says. “You’re looking for lessons learned, ways to improve to make benefits more accessible to employees. There’s always room for improvement, so be sure to be open to what employees are telling you.”
Be flexible
“A lot of employees are fatigued about working from home and feeling like they have no control right now,” Shakir says. “Remember employees have a lot on their plate right now, especially with the winter holidays going on, so be kind and flexible about when they work so they can juggle all their responsibilities.”
SOURCE: Webster, K. (16 December 2020) "HR checklist: 5 things to-do before the new year" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/hr-checklist-5-things-to-do-before-the-new-year
4 questions before reopening your office
With the COVID-19 pandemic continuing, many firms are still up in the air when it comes to office reopenings. As they think about whether (and how) to bring staff back in, there are four major questions to consider.
What factors are the most important to consider when planning safe returns to the office?
Employers should first familiarize themselves with the CDC recommendations for workplaces and implement those precautions to prevent the spread of COVID-19.
As firms are preparing for what safe work will look like on the other side of the pandemic, it will be crucial to go beyond those standard protocols. By thoughtfully reevaluating the configuration of your office space, firms can work to minimize any health risks in shared office environments.
Here are a few ways to do this:
1. Display signage to alert your employees and guests to routinely sanitize their hands, and provide sanitization stations throughout office space.
2. Lower conference and meeting room capacities.
3. Limit the number of chairs in shared spaces and around tables.
In Firmspace’s private offices, we provide daily office cleaning and keep high-touch areas sanitized. This also helps members and staff feel safer at work, and it’s an approach that can be easily replicated.
More importantly, the measures that firms adopt should be part of a normalized routine for the office. By making these practices part of the daily routine, the people at your firm will have the peace of mind they need to focus on work instead of worrying about their safety.
How can firms gauge what the best work environment is for their employees?
Finding the best work environment for your firm requires ongoing communication to understand what each member of the team needs to be successful.
Executive teams and management need to keep open lines of communication and encourage employees to evaluate what’s working for them and what’s not. When it comes to what workers prefer in their workspace, it’s clear that usually one size doesn’t fit all.
It might seem obvious, but the best way to find out what works best for your employees is through continuous survey and feedback. If you checked in with everyone back in March, it’s time to send out another survey to see how they’re managing.
In each survey it’s important to be direct. Ask each member of the team how they feel about working from home, what challenges they are facing, what they expect from employers if they do decide to return, and whether or not they want to return to the office now or in the future. You should leave room on the survey to write in any specific concerns that the survey didn’t address.
Ultimately, employees need a work environment that helps them get work done, whether that’s remote or in the office. Even if the majority of your team prefers working from home full time, you should still provide flexible options for the workers who prefer operating from an office space, especially if it helps them feel more productive and engaged.
Similarly, you’ll want to make sure that you’re supporting employees who want to work remotely. That might mean reimbursing them for equipment they need. Either way, this will help remote employees feel more comfortable and productive at home.
How can firms best manage employees in a remote environment to maintain productivity?
Better managing remote teams means taking a holistic look at how your business operates and the kinds of tools your team is using to get work done. While some firms made a smooth transition to remote work, others are scrambling to adapt and find the right ones.
Frequent communication is key. Firms should regularly speak with teams to identify any gaps in business operations, tools, or technology that can’t easily be accessed remotely.
Read more: Best tools to support your remote workforce
Many firms are finding it challenging to work with Zoom and other video conferencing applications in centralized digital workspaces commonly used at accounting firms, like Citrix.
This is partly because compatibility between the systems has never quite been tested and relied upon as it is now. Cloud-based applications like these that allow for communication and collaboration have gone from “nice to have” to “must have” for firms managing remote teams.
Cloud-based services offer enhanced security and allow members of the team to get work done, no matter their physical location. The files on the cloud server are also encrypted and can only be accessed by designated members of the team with a password.
Firms that haven’t implemented remote access and cloud-based technology should strongly consider making the change. Effectively managing remote teams means that leadership needs to provide access to all the resources that support security, privacy, and collaboration for their teams to stay productive.
What factors should firms consider before switching to flexible office space instead of returning to their traditional office to reduce costs?
The decision to remain in your current office or go with flex space depends on the direction of the firm. Even before COVID-19, firms were using flex space as either home base or as a satellite office. COVID has exacerbated this need as firms explore flexible office arrangements, which are much friendlier to unexpected turns in the market.
We are seeing firms take this opportunity to construct a list of office “must-haves” by asking themselves what is the real value of having an office. Some firms will go fully remote or find flex space, some will keep their traditional leased offices, and the rest will wind up somewhere in between.
Firms should strongly consider resisting the urge to give up all real estate, even if their employees prefer working from home. The pendulum will likely swing back in the other direction in the future and some employees may desire an office environment.
That said, for many firms, spending money on an office that may or may not get used in the next year doesn’t seem worth it. Utilizing flex office space allows firms to keep their occupancy costs down and quickly scale up or down based on market factors.
Fortunately, there are flexible rental options available for firms of all sizes that can accommodate those that are looking to become more agile without sacrificing the workplace experience.
SOURCE: Michael, A. (11 December 2020) "4 questions before reopening your office" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/4-questions-before-reopening-your-office
5 tips for a work-from-home holiday
Unfortunately, this holiday season will not offer a respite from the pandemic. Vaccination and a return to normalcy are on the horizon, but they won’t arrive before the end of the year. In fact, the cold temperatures and increase in travel during the holidays are forcing experts to urge caution and predict the worst. Under these circumstances, holiday work gatherings are foolish and even keeping the office open feels unwise. That doesn’t mean, though, you have to shut down the holiday spirit.
You already have the tech in place for a remote holiday experience. You’ve gotten used to Zoom, even if you’re not in love with it. When you know how to lead in a work-from-home environment, emceeing a party is no biggie. Is it as fun as a party in the flesh? Probably not, but it can still be fun all the same. Here are a few tips to ensure you do just that.
Prioritize safety
This tip is a no-brainer if there ever was one. The advice from experts is clear: You should not host an in-person gathering for your holiday party. It’s just that simple. As Thanksgiving showed, some people simply cannot resist getting together with their families during this time of year. While you won’t be able to enforce prudence in your team member’s personal lives, you can surely do so when it comes to company parties. No matter how much you love your annual gathering, no matter how much you’ve been looking forward to it, you just can’t have it as you normally would.
Keep mandatory events brief
At this point, we all know how real Zoom fatigue is. It’s one thing when we have to stay in meetings all day for work purposes. However, making people wait on-screen for hours during optional activities is akin to cruel and unusual punishment. To avoid this fate, front-load important games, events, and announcements on the party schedule. Over time, the party should get more formless, allowing people an easy escape if they don’t want to hang out for too long. In other words, don’t make it like a wedding where everyone needs to wait four hours between the ceremony and the food.
Prioritize interactivity
There are a whole host of ways to bring partygoers together across physical space. From games that work well over Zoom to sending cocktail kits to your team, there’s a method of group interaction that will delight your team members. I would recommend not doing anything that’s too onerous on the team members themselves. For example, it’s better for you to send gifts to the team than to try to organize a virtual Yankee Swap. The latter may be a good idea in theory, but it will run into snags if everyone fails to mail their gifts on time. You’ll find more success if you handle that stuff yourself. Also, don’t forget to tell team members to expect a piece of mail, lest they open it before the party and ruin the surprise.
Consider alternative ways to say thanks
One upshot of not having an in-person party is that you’ll save a ton of money. Consider doing something with this to benefit your team and community. Maybe you want to make a charitable donation on behalf of your firm. Perhaps you’d like to offer some precious extra time off to the folks who’ve given their all during an incredibly difficult year. Whatever route you choose, these gestures will surely make a real difference in people’s lives.
Keep the spirit alive
The holidays, we’re often told, are defined by the spirit of generosity and warmth more than by any event or gift. This year will put that maxim to the test unlike any other. Sure, things look a little differently this year, but we can all adapt, overcome, and still partake in the most wonderful time of year.
SOURCE: Vetter, A. (16 December 2020) "5 tips for a work-from-home holiday" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/5-tips-for-a-work-from-home-holiday
Can employers mandate workers be vaccinated before returning to work?
With COVID-19 vaccines now being administered in the U.S., planning for a post-pandemic future could soon be a reality. As employers prepare to reopen offices, they have to consider whether they are going to require employees be vaccinated, and have the processes in place to support such a mandate.
“Protection is a must, not a nice to have,” says Gary Pearce, chief risk architect at Aclaimant, a workplace safety and risk management platform. “If you can't demonstrate that you're protecting your own people, you're not going to be able to keep employees.”
The Pfizer vaccine has been authorized by the Food and Drug Administration and will provide 100 million doses of the vaccine by the end of March, 2021. A second vaccine from Moderna is undergoing authorization from the FDA this week. Moderna has also promised 100 million doses by March.
Sixty percent of Americans say they would "definitely" or "probably" get a coronavirus vaccine, according to the Pew Research Center. Twenty-one percent say they do not plan to get vaccinated.
Employers may be tasked with mandating employees be vaccinated before returning to work. This tactic could be challenging because of personal opinions about vaccines, as well as the timeline of the roll out.
“There's still a lot of objection about vaccinations. Part of it is concern and part of it is ignorance,” Pearce says. “Given the reality, it won’t be like we’re flicking a switch. The vaccine will roll out over time.”
While employers are eager to return to the physical workplace, ensuring the safety of their employees must be top priority, Pearce says. Employers should communicate frequently and openly with employees to ensure they feel heard and their concerns are being met. He shares how employers can navigate vaccine mandates for COVID-19 and the best way to enforce these rules before returning to work.
Can employers require employees to have the COVID-19 vaccine before returning to work?
It's pretty clearly established that yes, [individual] employers can require mandatory vaccinations, as a matter of prior health crises and common law. There'll be some industries where it's going to be a mandate, like in healthcare, for example. But private employers generally can require their employees to be vaccinated.
There are some exceptions. If somebody has a medical condition that puts them at a reasonable risk, then you have to go through the traditional Americans with Disabilities Act dialogue of determining whether a reasonable accommodation can be provided or whether having to provide such an accommodation would constitute an undue hardship. The second big issue is that if you have somebody who has a bonafide religious objection, you have to take that into consideration. You might want to make an accommodation, but that obligation is not absolute.
How can employers enforce this rule?
If you're going to have that requirement, you have to have all the administrative processes in place. How do you verify as an employer that somebody went and got it? What documentation will suffice? How will you ensure confidentiality of this medical information?
If somebody is very resistant to this mandate, they could be a workplace disrupter. If ultimately you say, ‘You’ve had the opportunity to follow the mandate,’ then what else are you willing to do to make good on that? You should be prepared to find qualified replacements.
You can't just base your program and processes around what COVID-19 regulations are, because they are almost always retroactive to real world developments. Instead, base it around what the right thing is to do for your workforce, and use your relationships with your employees as a way to shape and inform the program you establish.
What are some alternatives to an employer mandate to get employees on board with this policy?
There's a certain trust culture and an existing relationship you have with your workforce. The science and information regarding COVID is constantly changing, and there will be a lot of questions. So where will employees turn for guidance and information? One of the places they're going to turn is their employer. The employer is going to be a source of information as the vaccinations roll out, so they need to ensure they’re conducting business safely to make employees confident in what they're doing. Employers need to be proactive and repetitive in terms of communication with their workers.
Employees are going to have a sixth sense for whether they trust the message from their employer. They may not like it, but at least if it's credible and they understand the reasoning and that the employer is trying to balance the needs of the public and fellow workers, people are going to get with the program. I think the best case is when it doesn't have to come down to a mandate, but rather people are persuaded by having been given the best information, this is the right thing to do to protect their family and to protect their fellow workers.
SOURCE: Place, A. (10 December 2020) "Can employers mandate workers be vaccinated before returning to work?" (Web Blog Post). Retrieved from https://www.benefitnews.com/list/can-employers-mandate-workers-be-vaccinated-before-returning-to-work
3 alternative ways clients can use an HSA
HSAs get hailed as a boon to retirement savers, offering rare triple-tax advantage status to dollars deposited within. But these accounts, offered in tandem with high-deductible health insurance coverage, are far more versatile than they get credit for.
Typically thought of and discussed primarily as a way to help clients meet medical bills today or in their future retirement, HSAs can provide assistance beyond this narrow scope, with funds eligible for use to pay Medicare or COBRA premiums, long-term care, and non-medical expenses — all without jeopardizing that special tax treatment.
Medicare and COBRA premiums
Once clients enroll in Medicare they can no longer contribute to their HSA, but they can do something they could never do on a high-deductible plan: use the money they’ve already stashed in it to cover their premiums.
HSA funds can pay for Medicare Parts A, B and D as well as copays for Part D. Medicare HMO, Medicare Advantage, and MAPD plan premiums are also eligible expenses for reimbursement. However, HSAs cannot help with Medicare Supplement Plan or Medigap premiums, says Paul Fronstin, director of the Employee Benefit Research Institute's health research and education program.
Married couples may run into trouble when they go to reimburse themselves for such premium expenses if the account owner isn’t also the spouse who is going onto Medicare or they are not yet 65, warns Roy Ramthun, founder and president of HSA Consulting Services and a former health care policy advisor for President George W. Bush. That’s because, while HSA’s can normally be used to pay expenses incurred by the account owner’s spouse or dependent, Medicare premiums aren’t considered an eligible expense unless the account holder is 65. This means couples with any age gap need to consider whose name the HSA should be under or each open their own HSA so that the older partner doesn’t have to wait until the younger turns 65 to take advantage of this rule. (Opening two separate HSAs will also allow clients age 55 or older to make duel $1,000 catch-up contributions on top of the usual annual limits.)
Clients who reach Medicare age but opt to delay enrolling because they’re still working can also use their HSA money to pay for their employer-sponsored health care as well as continue funding an HSA. They can do this even if their spouse is on Medicare, as long as they’re on a HDHP.
And finally, clients who lost their jobs this year will likely be relieved by another HSA premium exception. If a person has health care continuation coverage, such as with COBRA, or is collecting unemployment compensation under federal or state law then they can use their HSA to pay the premiums for their health insurance, says Fronstin.
“HSA funds will frequently be used by clients to pay premiums in situations where there are little or no alternatives,” says Justin Rucci, a financial planner at Tustin, California-based Warren Street Wealth Advisors. “In a situation where a client was laid off from work, has a hefty HSA balance, and has expensive COBRA premiums, this could be a prime candidate. Alternatively, a wealthy client with a large HSA balance beyond what they would use for out of pocket medical expenses can be a good candidate for this.”
Long-term care
Like with Medicare and COBRA, HSA funds can be used to cover premiums for purchasing long-term care insurance — if it’s the right policy.
To qualify, a policy must provide coverage for only long-term care services and kick in if you need assistance with at least two daily living activities or if you suffer cognitive impairment.
“Honestly, I don’t know how many policies do not meet these requirements,” says Ramthun. “But there may be some out there and clients will want to make sure it is the right kind or else they’re going to have a bad day when they find out it isn’t.”
If your client is unsure, have them verify with their insurer that their policy is tax-qualified before considering such a move or else they could be on the hook for income tax and a penalty.
The amount a client can take from the HSA to pay the premium depends on their age. For 2019, clients 40 or younger can withdraw $420 annually to pay this expense, but those between 41 and 50 can direct almost double, $790, to their long-term care insurance policy. Those between 51 and 60 can withdraw $1,580; 61 to 70 year-olds can take out $4,220 and people 71 and older can withdraw $5,270. (The IRS has not released the limits for 2020, but they usually rise slightly each year. Ramthun expects the new figures will be out in January.)
Alternatively, clients who do purchase long-term care insurance but pay premiums out of their own pocket each year can save those receipts and then withdraw a sum equal to that annual permitted outlay at any time in the future.
Those who would prefer to go without insurance and self-fund possible long-term care costs can tap HSA assets to pay for such expenses as they occur, allowing them to better take advantage of the potential tax-free growth that comes with saving in an HSA. However, not all long-term care costs are reimbursable, warns Ramthun.
Typically long-term services that are needed to handle daily functions if you’re chronically ill or disabled count, as do those required by a plan of care prescribed by a doctor. But those who require help with more maintenance tasks like laundry or cleaning to stay in their home can’t usually use HSA funds as they aren’t considered a medical service. Nursing home costs can also be tricky for this reason as certain medical care or assistance provided at the facility may be eligible for reimbursement but other associated expenses, like room and board or meals, often are not, even at the highest level of dependent care, says Ramthun.
Non-medical expenses
While clients may have the best intentions to save their HSA funds for future medical expenses in retirement, a year like 2020 can derail such plans. If someone needs additional funds, for, say, living expenses after a job loss or an unexpected car repair, they can withdraw funds from their HSA without triggering taxes or a penalty. The catch? They must have unreimbursed past healthcare expenses.
As long as the client had an open HSA when they incurred the medical expense and hasn’t yet tapped it to cover that cost, an amount equal to that bill can be withdrawn at any time and used for any purpose they want. Clients can claim back funds for expenses dating all the way back to 2004, when HSAs were first introduced, provided they had an account. Receipts should be on hand to prove their story in case the IRS comes checking.
One thing that can trip up clients planning to use this feature is a low or empty current HSA balance. That’s because if the account balance remains at zero for 18 months, the IRS considers the HSA closed and any medical expenses you incurred before that time will no longer be reimbursable, even if you open and fund a new HSA. “
“They essentially lose that original HSA establishment date,” says Ramthun.
Financial institutions may also act before the IRS rule kicks in, closing zero balance accounts after 15 months or earlier, again negating the ability to claim back any previous medical expenses.
Clients who move off high-deductible health plans or change employers and can no longer fund an HSA are most likely to fall victim, Ramthun adds, as a withdrawal for a medical cost or fees may empty the account without them being able to do anything to rectify it.
In desperation, clients may opt to pull more from their HSA than they have in past medical bills, but this move will cost them dearly, triggering income tax and a 20% penalty on the amount unmatched to those unreimbursed health care expenses.
Turning age 65, however, lessens this pain, as withdrawals no longer need to be paired with a medical expense to avoid that 20% tax penalty. Income tax, however, will still be owed on any funds removed for non-healthcare expenses, similar to how distributions from a traditional IRA or 401(k) are treated.
SOURCE: Renzulli, K. (04 December 2020) "3 alternative ways clients can use an HSA" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/3-alternative-uses-for-an-hsa-include-cobra-premiums-long-term-care-non-medical-expenses
4 benefits of positive recognition to boost employee engagement
As both employers and employees are facing difficult times both in their work-life and home life due to the circumstances that the coronavirus pandemic has brought into the world, it's important that the negativity does not take place of the positivity needed. Positivity is powerful and can play a critical role in the workplace. Read this blog post for four benefits of positive recognition.
With all that’s happening, it’s easy to become overwhelmed with the negativity in the world. Our emotional state is important at work. Positive emotions transform our minds and increase our ability to bounce back from hard times.
The power of positivity should not be overlooked, and recognition plays a critical role in generating these emotions in a modern workplace. Open acknowledgement and expressed appreciation for employees’ contributions can go a long way.
Improve employee retention
The first benefit of positive employee recognition is improving employee retention. In fact, according to industry analyst Josh Bersin, companies that build a recognition-rich culture actually have a 31% lower voluntary turnover rate.
Gallup research on recognition also shows that employees who don’t feel recognized at work are twice as likely to quit within a year. In today’s current environment where many organizations are driving more productivity with fewer employees, leaders need to ensure that they’re not forgetting to focus on employee retention. You’d be hard-pressed to find an organization that isn’t concerned about retaining top talent right now; top performers will find new opportunities even when they’re hesitant to move.
Creating a workplace where people want to stay isn’t just beneficial for employees; it’s also good for the bottom line. Turnover cost can be difficult to compute, but I challenge you to consider the costs of recruiting, onboarding, training, and the lost institutional knowledge that comes with poor retention.
Increase employee engagement
The second benefit that is particularly important right now is increased employee engagement. Our own research showed that 84% of highly engaged employees were recognized the last time they went above and beyond at work compared with only 25% of actively disengaged employees. We also found that while 71% of highly engaged organizations recognize employees for a job well done, only 41% of less-engaged organizations did so.
Positive recognition is powerful and has a clear tie to engagement. Yet, many organizations still do not adequately measure engagement. When was the last time you measured engagement with your own team? How much opportunity is there to improve through recognition?
Boost employee morale
The third benefit of positive recognition is boosted morale. I already mentioned the transformative effect of positivity, but the simple act of thanking people can make a tremendous difference. When employees were asked about their experience at work,70% said that motivation and morale would improve “massively”with managers saying thank you more.
How did you feel last time you were recognized?
Positivity has an important impact on employees, but it also pays literal dividends to companies that have figured out how to encourage it. Research from author Shawn Achor shows that happiness raises sales by 37% and productivity by 31%. Consider ways you can encourage your team to recognize each other more often.
Leverage peer recognition
It turns out that peer recognition massively outperforms top-down recognition. Peer recognition occurs when individuals give and receive recognition from their peers, managers, and direct reports.
Being recognized by colleagues is incredibly powerful for employees, especially when it’s done publicly. Peer recognition is 36% more likely to have a positive impact on financial results than manager-only recognition, according to SHRM. Managers can’t see every positive action that occurs, so think about how to encourage everyone to participate in recognition of great work across the entire organization.
SOURCE: Crawford-Marks, R. (14 September 2020) "4 benefits of positive recognition to boost employee engagement" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/list/4-benefits-of-positive-recognition-to-boost-employee-engagement
Employers Consider Child Care Subsidies
Working parents have been put into situations that are causing them to almost choose between their careers and their children due to the coronavirus pandemic bringing families home and requiring work to be done virtually. Employers are now seeking ways to help employees with taking care of their children. Read this blog post to learn more.
Working parents have borne the brunt of the pandemic's impact on employees, as many must juggle their job responsibilities with overseeing their children's remote educations and overall well-being while quarantined. Some have had no choice but to quit their jobs or decided not to seek new employment when their jobs were eliminated due to the downturn, so that they could focus on caring for their kids.
In fact, an August survey by Care@Work of 1,000 working parents with children under the age of 15 showed that 73 percent were considering making major changes at work, such as revising their schedules (44 percent), looking for a different job (21 percent) or leaving the workforce entirely (15 percent).
One approach that is gaining steam among employers seeking to help employees with children is to provide child care subsidies. These typically are employer-provided spending accounts or bonuses designed to help cover the costs, in full or partially, of day care and pandemic-related educational expenses.
"Subsidizing professional child care arrangements for an organization's employees makes sound business sense because it potentially reduces the stress and anxiety that working parents might regularly experience while worrying about their children during their normal work hours," said Timothy Wiedman, a retired associate professor of management and human resources at Doane University in Crete, Neb. "And that stress and anxiety might well divert a parent's full attention from their assigned duties."
Making Sure It's Fair
To be sure, many companies have not considered offering any type of child care subsidy to working parents. A major reason often cited is that single employees, as well as those who are married without children or who have grown children, will feel slighted by an employer that offers a benefit they can't access.
"There is always that fairness doctrine that comes into play when you offer a subsidy to one employee because they have a special need that some other employee may not have or need," said Carol Kardas, SHRM-SCP, founding partner at KardasLarson, an HR consulting firm in Glastonbury, Conn. "Some may consider this a discriminatory practice, and [it] could be a cause for lower morale or productivity."
Some organizations overcome that issue by providing a different benefit instead to offset those perceptions. Wiedman suggested reviewing benefit allotments for such employer-paid offerings as elder care, the deductible required by the company-provided health care plan, the annual contribution to 401(k) retirement plans, health savings accounts, life insurance coverage (or additional disability insurance) and tuition reimbursement. The allotments can vary based on whether the employee also receives a child care subsidy.
Another option is to explain that by providing assistance to their colleagues, the workload will remain balanced and not fall more heavily on employees who don't have child care duties.
"Working parents who have to use paid time off to spend time with their children when no other arrangements can be made may also call out at the last minute, since arrangements can be canceled abruptly," Kardas said.
Alleviating Stress and Costs
Working parents who can't afford child care and don't receive a subsidy "are often interrupted by children wanting to share their toys or get a hug from dad," said Laura Handrick, an HR consultant in Phoenix. "I see the stress on parents' faces in Zoom meetings. It's too much to manage a full-time paid job and a full-time unpaid job [parenting] at the same time. The stress affects the worker's mental health, employee productivity and family relationships."
Offering child care subsidies can increase employee satisfaction and engagement, she said. "[Managers] earn employee loyalty and increased productivity from grateful employees who aren't ridiculously stressed by constant kid interruptions while working," Handrick said.
There is a financial benefit as well: Employers that supply child care subsidies can take advantage of an annual tax credit of up to $150,000 if they use it for qualified child care facilities and services. According to the IRS, "the credit is 25 percent of the qualified child-care facility expenditures, plus 10 percent of the qualified child-care resource and referral expenditures paid or incurred during the tax year." To receive the tax credit, employers must complete Form 8882.
Handrick said a company can start a child care subsidy program with flexible spending accounts (FSAs).
"The benefit of providing a child care subsidy to employees in the form of an FSA is that the employer contributes pretax dollars, reducing its payroll taxes," she said. "The employee can choose how much or how little to contribute. Those who prefer to send their children to a more expensive program can fund and pay for it through the FSA using pretax dollars."
Kardas said if workplaces hire essential workers, they could utilize government-run programs in their states, such as Connecticut's CTCARES for Child Care Program for first responders, grocery workers, state facility employees, and child care and group home workers. They could also tap into an employee assistance program (EAP) to help employees find or pay for child care, she said.
Another idea is to grant every employee a certain amount of personal time that can be used in special circumstances, such as when child care is closed or a child is sick or unable to attend a child care program on a given day.
"This type of personal time could also be given to and used by those who do not have children for attending appointments or other obligations that can't be done after work," Kardas said. "This time may not solve the issue of employees being absent, but the fact that all would share equally may help."
As workplaces reopen physical locations, HR can look for child care facilities in the immediate area and work with them to offer a discount to employees, Kardas recommended.
"Single moms and working parents rarely have an extra room at home to carve out a home office," Handrick said. "That means they're likely working from the kitchen or dining room with children at home demanding attention. Toddlers want to play, [and] school-age kids need help with online classes."
Larger employers and those with deeper resources may even consider establishing an onsite child care facility for employees and charging less than a typical child care facility, which experts agree would dramatically boost appreciation among working parents who could then visit their children during each workday.
SOURCE: Lobell, K. (22 September 2020) "Employers Consider Child Care Subsidies" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/many-workplaces-consider-child-care-subsidies.aspx
Three Communication Tips to Raise Productivity
Communication is often the key to success especially within the workplace and during team projects. If communication expectations are laid out and shown to employees, the chance of higher productivity is more common. Read this blog post for helpful tips.
If you're looking for ways to bump productivity, rescue slumping performers or improve teamwork, start with your expectations. These subtle—but very powerful—elements of your leadership toolkit can produce lasting results.
Raising your expectations doesn't require you to adopt a perpetual cheery optimism, but it does require you to make a brutally realistic assessment of current conditions. If productivity is low, cycle time is horrible and/or quality is poor, you need to acknowledge the facts—or you'll never be able to improve performance. And part of that brutal assessment requires looking in the mirror. Perhaps, without realizing it, your underlying beliefs are contributing to the performance situations you see around you.
Three components make up the messages you send: the words you use, the way you say them and your nonverbal cues.
Words
Here are some examples of how to frame your expectations for performance improvement in three different situations.
- If productivity is down, you might say: "Well, as we look at productivity, we can see that it's 2 percent below where it was last year. I know we can get back to where we were—and eventually beyond—because we have the horsepower right in this room to do it." In selecting these words, you've acknowledged where performance is and expressed confidence about improvement.
- If you're making progress in an area—but more progress is required—the message might be: "While we're making progress on quality, it's still not where it needs to be. I know we can get to where we need to be by continuing our Six Sigma efforts. Let's look and see where we need to put our resources next."
- If performance is good and you want to boost it more, the message should be: "Cycle time is good, never been better. Let's look at how to cut it even further. I know we can do it if we work together to figure out how."
In each example, your words describe the present situation in simple and direct terms and also express confidence in moving to further improvement.
Verbal Intonations
The tone of your voice is the second element of your message. Everyone has experienced situations where the words sent one message and the tone of voice sent another. When there's a conflict, most people believe what is conveyed by the tone of your voice. So, make sure that your tone matches the positive message of your words. Not only should you avoid the obvious mismatch, but also the unintentional mismatch—those occasional situations where your words say one thing and your tone of voice says another.
Nonverbal Cues
The bulk of the meaning lies here. You can say the words, and your tone of voice can match the words. But if you're looking around, tapping your fingers, shaking your head "no" or doing any one of the hundreds of other seemingly little things that say, "I don't believe in you," you're not going to get the performance you want. Here are five categories to check yourself against:
1. Body position. If your arms are crossed, your legs are crossed away from the person you're communicating with or you're giving the "cold shoulder," then you're sending negative messages. On the other hand, if your body position is open—you're facing the person rather than looking away—you communicate honesty, warmth and openness. If your posture is erect rather than slumping, you communicate positive beliefs. And if you're leaning slightly forward, you demonstrate interest in the other individual.
2. Hand gestures. Avoid tapping your fingers ("I'm impatient"), hiding your mouth ("I'm hiding something"), wagging your finger (the equivalent of poking someone with your finger) and closed or clenched hands ("I'm upset"). These gestures all conflict with an "I believe in you" message. Instead, use open hands with palms up ("I'm being honest with nothing to hide") or touching your hands to your chest ("I believe in what I'm saying"). Both of these emphasize a positive message.
3. Head. If your head is shaking back and forth or tilted off to one side, you're sending a message of disbelief. On the other hand, if your head is facing directly toward someone and you're nodding up and down, you're delivering a nonverbal message of belief and confidence.
4. Facial expressions. Smile, and keep your mouth relaxed. Show alertness in your face and act like you're ready to listen. Do these regularly and you'll have created an open communication pattern with someone who will believe in your sincerity. On the other hand, if you're tight-lipped, are clenching your jaw muscles and have only a grim smile, no smile at all or a frown, you'll send a message that says: "No way can you possibly succeed at this project."
5. Eyes. Maintaining good eye contact is one of the most important nonverbal signals you can send. It conveys the message, "I'm interested in you and when I say I believe in you, I really do." Making sure that your eyes are open wide is also helpful. Squinting can deter the recipient. Worse yet is looking around, paying attention to other things and not paying attention to the person or topic at hand.
Communicate high expectations well enough and you may even have to step aside to avoid getting run over by a team of committed players whose performance is accelerating.
SOURCE: Connellan, T. (29 September 2020) "Three Communication Tips to Raise Productivity" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/people-managers/pages/three-communication-tips-to-raise-productivity.aspx
5 ways HR can help millennials be smarter than their parents about retirement
Getting younger employees to save for retirement is right up there with getting a finicky child to eat their vegetables. Sure, it's good for them, but it's not always what they want.
Participation rates and average deferral rates in voluntary enrollment plans for workers younger than 35 are well below those of other age groups, indicating that HR teams may need to take extra steps to reach this segment of their employee base, according to data from Vanguard, a leading 401(k) provider.
HR professionals are uniquely positioned to best assist younger workers. The best tack for HR experts to take with millennials in regard to retirement saving is to point out some of the mistakes their parents' generation has made in that area.
Help employees understand the destination
When it comes to saving for retirement, a lot of older workers are clearly lost. Younger workers have an opportunity to do a better job of staying on track.
Vanguard’s data show the average 401(k) participant within 10 years of retirement age (i.e., between ages 55 and 64) has a plan balance of just $69,097.
That may not provide much help over a retirement of 10 or 20 years.
Caution young staff members that one reason older workers are so badly behind in retirement saving is that they haven't checked first to see where they're going.
A MoneyRates retirement plan survey finds that 71% of workers within 20 years of retirement age still have not done a calculation of how well their savings will hold up over their retirement years.
Encourage your workforce to determine what enough savings is. Inform your staff that it only takes a few minutes to use a retirement calculator to see how much to put aside to meet savings goals. That way, your employees will know where their retirement plan is heading.
Educate employees on how to get debt under control
Saving for retirement is undermined when employees are also building up debt at the same time.
Stress that debt costs more than retirement investments are likely to earn, a dollar in debt can more than counteract the benefit of a dollar in savings.
According to the Federal Reserve's Survey of Consumer Finances, the typical household still has $69,000 in debt by the time the head of that household is within 10 years of retirement.
Notice that this figure almost exactly matches the previously-mentioned amount that the average 401(k) participant in that age group has. In other words, debt can effectively wipe out a person's 401(k) savings.
So, your team’s first step toward educating workers about building a more secure retirement should be to do something many in their parents' generation failed to do: get debt under control.
Teach employees how to spread savings to make the burden lighter
Retirement saving is a big job, but younger workers have something very important on their side: time. Emphasize that spreading retirement savings out over 25 to 40 years makes the job much easier.
It gets tougher if young workers do what many of their parents' generation have done--wait and then try to catch up in the last ten years or so until retirement.
The golden rule: Don't leave free money on the table
When employers provide a 401(k) match, all staff should understand there's a direct financial incentive to start saving now. Every time employees put money into their 401(k) plan, the employer kicks in some on their behalf.
If employees don't contribute money into the plan, they don't get this money from the employer. There's no going back in future years and reclaiming that extra money the employer would have put in on the worker’s behalf.
The only way not to miss out on this free money is to contribute each and every year— and to contribute enough to get the maximum employer match available.
Show employees the benefits of saving
A dollar saved today can equal $10 at retirement age.
Saving money is hard work, but HR professionals can show their employees that it gets easier when they let their investments do the work for them.
The investment returns earned become much more powerful when compounded over a long period of time. Compounding means earning a return not just on the original money invested, but also on the returns earned in other years.
Younger workers must recognize that a dollar invested today could be worth much more than a dollar invested toward the end of their career.
There are many people of older generations who would be a lot better off today if they absorbed each of these five lessons when they were younger.
SOURCE: Barrington, R. (14 October 2020) "5 ways HR can help millennials be smarter than their parents about retirement" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/ways-hr-can-help-millennials-be-smarter-than-their-parents-about-retirement