With the Advent of Remote Work, Is the ‘Sick Day’ Becoming Passé?
With many employees working remotely full time, is the practice of employee sick days becoming out of date? Read this blog post from SHRM to learn more.
Your advertising manager works from home full time. She has a nasty cold. But hey—she only needs to walk a few steps from her bedroom to her desk, can nap when she needs to and won't infect her colleagues. So she doesn't really need to take a sick day, right?
Well, she probably should, but as remote work continues to rise, workplace experts find that those who do their jobs from home are inclined to stay on the clock while soldiering through colds, the flu and other maladies—in part because they don't want to appear to be taking advantage of their work-from-home benefit.
"Remote workers find it hard to integrate work with the rest of their life because it is so easy to overwork and even plow through your work while you are sick," said Jeanne Meister, founding partner of Future Workplace, a New York City-based HR executive network and research firm. "If you are only traveling from your bedroom to your home office, remote workers may rationalize, 'What harm can be done if I work while I am sick? At least I'm not contagious.' "
In addition, the advent of remote working has introduced another trend: managers suggesting that onsite employees work from home when they're sick.
"It's no secret that many [workplaces] have cultures that encourage the 'always-on' mentality," said Erica Denner, head of people and culture at YouEarnedIt/HighGround, an Austin, Texas-based company that focuses on employee recognition, rewards and performance management. "In my experience, I've found that because of this, employees at these organizations can find it difficult to ask for time off when they're sick and are often encouraged to work from home instead."
Circumstances Matter
Thanks to technology that facilitates remote work, there are instances when working during what otherwise would have been a sick day may actually be a win for the employee and employer.
"There are all kinds of reasons to take sick days," said Ellen Galinsky, president of the Families and Work Institute and a senior research advisor for the Society for Human Resource Management. "If employees have a condition that affects their ability to be mobile, like a broken bone or torn tendon, they might have to take a sick day if they work in a traditional workplace because travel to work would be difficult, but they could easily work at home. I can think of other such illnesses, such as having something contagious and not wanting to infect others but feeling good enough to work or being postoperative and being able to work in short spurts. Working at home could be ideal for that."
Consider U.S. Supreme Court Justice Ruth Bader Ginsburg, who recovered from cancer surgery at home but nonetheless heard arguments in a case before the court. A court spokesperson said Ginsburg would participate "on the basis of briefs, filings and transcripts," CNBC reported.
But if working while ill prevents an employee from fully resting and recuperating, this will likely hinder performance—and even future productivity and morale.
"If an employee is really sick, he or she might power through and get a few things done but might not do them well," Galinsky said.
Working through your cold, sore throat or flu not only can lead to a decline in physical well-being but "also can present mental health challenges," Meister said.
Contractors, or so-called gig workers, in particular, may be wary of taking sick time. Lacking job security, they may fear that doing so would make them appear dispensable to their employers.
What Employers Can Do
To discourage employees from avoiding sick days because they're working remotely:
Communicate to employees that you expect them to take time off when they're sick. Or, encourage them to be open about how much work, if any, they feel they can accomplish. "If you can't produce high-quality work, even from the comfort of your own home, when you're under the weather, relay that message to your manager," Denner said. "If they value your contributions and are a good supervisor, they will understand and step in to help until you're feeling better."
At YouEarnedIt/HighGround, workers are asked to make it clear when they are out sick and unavailable. This includes setting up not only the typical out-of-office notification by e-mail but also notifications across productivity platforms the company uses, such as Slack. "It's remarkable how effective turning on the 'out sick' emoji in Slack is in terms of alerting colleagues you need time to recover," Denner said. "When employees are out on a longer-term medical leave, we actually remove their technology access so they can't check e-mails or Slack. This way, the employee doesn't feel guilty or obligated to respond to messages."
Talk about the importance of taking sick days for one's physical and mental well-being. Bring up the topic during all-hands meetings with onsite as well as remote workers. In benefits materials and handouts, address the importance of taking sick days.
Ensure that managers and executives take sick days themselves. When a boss shows up at a meeting sniffling and coughing, she sends the clear message that work is too important to be interrupted by illness. And that only leaves her subordinates feeling guilty if they take sick days.
"We've found that [modeling sick-day behavior] actually goes a long way in not just encouraging our employees to do the same, but also in further solidifying a culture of trust and respect," Denner said.
Encourage remote workers to take time for themselves even when they're healthy—such as taking a midday break—and reinforce how this is important for their well-being and productivity.
SOURCE: Wilkie, D. (6 February 2019) "With the Advent of Remote Work, Is the ‘Sick Day’ Becoming Passé?" (Web Blog Post). Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/remote-workers-and-sick-days-.aspx
It’s a job applicant’s market: What it means for employee benefits
How do you attract top talent in today’s hiring landscape? Stock options and paid holidays may no longer be enough to attract top talent in today's competitive hiring landscape. Continue reading to learn more.
When it comes to employee benefits, stock options and paid holidays may no longer be enough to attract top talent — especially in today’s competitive hiring landscape.
With job openings on the rise, it has become more difficult for companies to compete for the most talented, highly sought-after candidates. The strong labor market also means more Americans are willing to quit their current job in favor of something better — in fact, this past year, employees voluntarily left jobs at the highest rate since 2001.
Comprehensive employee benefits packages have never been more important for employers looking to hire the best and brightest. Studies have shown as many as 60% of people cite benefits as a major deciding factor when considering whether to accept a job offer. The question is: What kinds of benefits are employees looking for most?
Of course, there are some benefits that have become commonplace among employers, including health and dental insurance, retirement plans and paid time off. However, these incentives may just be table stakes in the hiring game these days — for example, nearly half of privately owned firms in the United States offer health insurance, and 79% of Americans work for an employer sponsoring a 401(k)-style retirement plan.
Although many employees have come to expect benefits like health insurance and retirement plans, employers don’t need to go above and beyond as many larger companies, like Google, do — offering free meals and on-site haircuts. Flashy perks may seem appealing on the surface, but in reality, employees are seeking benefits that support them through — and help alleviate the stress that can come with — life’s major moments.
This kind of support can come in a number of forms. For example, many companies have seen their employees push for more comprehensive parental leave benefits, giving new parents time they need to refresh and bond with their child. While many countries around the world offer more than a year of paid parental leave, the U.S. doesn’t guarantee paid time off for new parents, and the national average for parents taking time off after having a child is only 10 weeks.
Employees may want to feel empowered to further their education or professional development, helping to bolster their confidence in their career. Starbucks is a proponent of this. To help employees take their education to the next level, the company offers full tuition reimbursement for online degrees through Arizona State University.
These benefits are great, but don’t cover all aspects of life where employees need support. For example, if an employee finds themselves in a situation where they need to care for an elderly parent, family leave may not be enough — especially as they find themselves navigating complicated Medicare/Medicaid documents and nursing home or hospice payments. Particularly in situations that pack on a lot of additional stress, companies can provide comprehensive financial wellness plans as a way to give their workforce peace of mind.
Financial wellness plans are an emerging area of employee benefits and provide assistance with everything from estate planning, to advice from certified personal accountants, to identity theft protection. There’s a clear demand for these services, too. PWC’s 2018 financial wellness survey found that over 50% of employees are stressed about their finances and want help.
Financial wellness plans don’t just offer practical benefits, but emotional benefits as well. Most people don’t realize how many instances in life, big or small, require some form of financial guidance, and without any professional support, these matters can be intensely stressful. Whether an employee is creating a prenuptial agreement, taking out a mortgage when buying their first house, or trying to navigate student loans when sending their child to college, knowing their company provides support and counsel for these situations alleviates the associated pressure. Employees want to know their employers can help them tackle anything life throws at them.
Ultimately, employees have come to expect benefits and perks providing coverage for all stages of life — whether they’re planning to have a child, want to take time to get their degree or are beginning to think about estate planning on top of traditional retirement planning. To attract and retain the best talent in 2019, employers should think first and foremost about how they can support their workforce in achieving financial wellness.
SOURCE: Freedman, D. (22 January 2019) "It’s a job applicant’s market: What it means for employee benefits" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/its-a-job-applicants-market-what-it-means-for-employee-benefits
How to Speak to Your Employees About Their Intimidating Benefits
Employers spend thousands annually to secure and offer benefits to their employees. However, a small amount of time and money are devoted to ensuring employees understand and appreciate their benefits. Properly communicating – what you say, how you say it and to whom you say it to – can make a tremendous difference in how employees think, feel and react to their benefits, employer and fellow co-workers.
In this installment of CenterStage, Jamie Charlton, founding partner and CEO of Saxon Financial Services, discusses the importance of offering sound education of benefits to employees, as well as how to effectively communicate their benefits in a clear, concise manner. Through 18 years in the financial services field, Jamie has instilled a focus on stressing to employers the importance of communicating and educating employees on all that is available currently and what may change with each upcoming plan year. Jamie believes a focus on premiums leads to “next level benefits”, an offering Saxon delivers.
The Need for Benefits Communication
Clearly communicating benefits is an increasing issue due to the complex dynamics of benefits plans. Previously, benefits decisions have been made primarily by employers. As a result, employees have not become educated consumers about their benefits or on how to implement them. This absence of engagement, as Jamie notes, causes employees to enroll in benefits that don’t fit their needs, pay too much for their coverage and not discover the full advantage of their offerings. Good communication is important and should cover all matters regarding plan offerings to employees and their dependents alike. The goal of a proper benefits plan, Jamie states, is to be enjoyable, comprehendible, and easily accessible. However, there currently exists an infliction point in employee benefits, and the entire process is changing.
This change is a factor of two main topics: (1) the continuing rise in medical costs and health insurance premiums and (2) a truly multigenerational workforce within the workplace. So how does an employer communicate their benefits to their employees?
Employers seeking to spread the word about their benefits offerings are continuing to seek out the expertise and experience found through Saxon. Understanding there is no one-size-fits-all method for every employer, Saxon delivers tools through tested methods to get your message across to employees. We explore your company’s offerings and assist you in crafting the perfect method to communicate and educate your employees on their existing plan offerings. Jamie gives the example of wellness programs and how to broadcast these offerings. Utilizing channels in which employees are bound to check – computers and smartphones – Saxon places the knowledge of how to display these offerings through informational web pages or email blasts.
Proper Benefit Education Begins with Saxon
While the methods above serve as channels for reaching employees, nothing compares to a direct, in-house explanation of your benefits to ensure your message is addressed and comprehended. Unique to Saxon is what Jamie notes as the “secret sauce” of Saxon’s employer and employee empowerment – the annual open enrollment meeting, which consists of nothing more than a step-by-step walk through of your entire health plan. This annual ‘seminar’ within your office closely examines the “nuts and bolts” of your plan to ensure everything is in-tact, working and done so with comprehension across the entirety of the organization.
Saxon understands the complexity of the modern healthcare scene and therefore is driven to provide the most comprehensive breakdown of your plan. Have more than one? No problem – We can compose a side-by-side analysis of your plans to show not only employers but employees where the strongest assets lie. Additionally, we stress the importance of shopping around at renewal time to make sure you get the best you can for your money. Jamie explained the goal of the meeting, as well as Saxon’s continued service year-round, is to “empower employees to have a choice.”
Empowerment from Saxon comes in many different forms. Just one of these many ways discovered through Saxon’s annual meeting is placing the power of online benefits administration at the fingertips of employees. Traditionally, when an employee needed to update their plan (i.e. having a new baby in the middle of a plan year), they were entitled to visiting their employer’s office and updating their plan by filling out a form. Risks associated with this older process included the “potential loss of documentation and therefore an inaccurate reading of an employee’s coverage needs”, said Jamie. The online method saves time, stress and paper.
How Saxon Helps
At Saxon, we want to invest in you. We begin by engaging experts that truly listen, building successful strategies that stay focused on your vision and goals. We strive to not be a name you turn to for assistance but a knowledgeable face always at your service. Saxon exists to care, cultivate and empower through relationships, expertise and exceptional standards of service. From finding a doctor, solving a complicated claim or partnering with an insurance agency to help protect your company’s sensitive medical data to ensure you are HIPAA compliant – with us; it’s personal.
To begin the conversation with Jamie on how to better communicate with your employees, contact him at (513) 573-0129.
Free snacks won’t retain workers long term. Here’s what will
According to the Society for Human Resource Management (SHRM), 32 percent of employers offer company-paid snacks and beverages to their employees. Read on for information on what will retain workers long term.
Free snacks at work can help workers curb late afternoon hunger — but will employees be more inclined to stick around because the office has free food? Probably not, according to a report from recruiting and staffing firm The Execu Search Group.
Offering free snacks at work seems like a good way to attract and retain workers, but it is a misconception that millennials, the largest generation in the workforce, want the benefit, the report says.
The trend of offering free snacks to workers started with big Silicon Valley tech companies — like Facebook and Google — and spread to employers of all sizes across the U.S. According to research from the Society for Human Resource Management, 32% of employers offer company-paid snacks and beverages to employees, up significantly from last year, when 22% offered them.
Free snacks can be a great addition to the office, but only if an employer offers others substantive benefits, says Edward Fleischman, CEO of The Execu Search Group. On its own, he adds, food offers little value.
“[Free food] is great. But some companies are using it as an incentive to keep people there — and that’s not going to keep people there,” he says.
Instead of offering small perks like snacks, the report says that if a company wants to retain millennial workers, it should offer benefits that allow greater work flexibility, more vacation time, training and development, and opportunities to make a difference. In particular, employers should consider instituting benefits like a flexible work schedule and unlimited paid time off, Fleischman says.
“That’s a keyword now — flexibility,” he says. “The flexibility to work from home when they need to, or want to.”
Millennials, in particular, he says, want the ability to work whenever and wherever they want. While there might be initial concern that allowing employees to work from home means they won’t be as productive, this isn’t the case. Millennials are very connected to their devices and will typically respond even after work hours are over, Fleischman says.
“They’ll respond on their iPhone at 11 o’clock at night. They may be at a restaurant, but they’ll respond to you,” he says.
Making changes like adding an unlimited PTO policy or a flexible work schedule could be difficult for legacy companies to institute, Fleischman says. It often requires trust that employees won’t abuse the policy. Additionally, older generations and executives may be used to stricter PTO policies, so it could require an adjustment, he adds.
But more companies are taking the plunge to offer these kinds of benefits. The number of employers offering unlimited PTO jumped from 1% in 2014 to 5% in 2018, according to SHRM. Employers including General Electric, Dropbox and Grant Thornton all offer the benefit, according to Glassdoor.
Fleischman says that in a competitive labor market, benefits are a key factor to recruiting and retaining a solid workforce. If a company is not offering solid benefits, it could mean the difference between accepting a job and looking elsewhere.
“As a company, you have to really set yourself up nicely to recruit that person and retain that person,” he says.
SOURCE: Hroncich, C. (28 January 2019) "Free snacks won’t retain workers long term. Here’s what will" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/free-snacks-wont-retain-workers-long-term-heres-what-will?brief=00000152-14a7-d1cc-a5fa-7cffccf00000
Move over mainstream: Alternative health options a road to better value
A number of employers are seeking alternative ways to get better value for their healthcare spending. Read this blog post to learn more about alternative health options.
While employers may be the largest purchasers of healthcare outside of the federal government, rarely does one organization have enough influence when negotiating with the powerful health plans and provider systems. As a result, employers — and ultimately the consumers for whom they purchase healthcare services — pay the price.
Instead of taking these lumps of coal sitting down, there are a growing number of employers on the cutting edge of healthcare purchasing seeking alternative ways in 2019 to get better value for their healthcare spending. They are looking for the diamonds in the rough.
In more than half of the healthcare markets in the U.S., providers have merged reducing competition and leaving employers and consumers with little choice for their care. Employers must stop insisting that health insurance products provide access to the broadest network of healthcare providers — if providers know they’ll be kept “in network” no matter how they behave, employers and payers further reduce their negotiating position. Employers also should band together to be sizable enough to call the shots, but this rarely happens.
While this lack of market power and influence is a major frustration for employers, it’s far from the only one. Educated employers also know that the healthcare system produces uneven quality and high prices have nothing to do with excellent care. The amount an employer pays for a service merely represents the relative negotiating strength of the health insurance carriers and providers.
As prices continue to drive healthcare cost growth, Americans are finding their healthcare unaffordable and are willing to trade choice for affordability. Many Americans no longer view having the ability to pick any doctor they choose as essential if it means increased premiums and cost-sharing that comes at the expense of other basic needs. These shifting attitudes represent an opportunity for employers seeking diamonds to pursue the following new healthcare benefits options. Here are some.
Narrow networks: Health insurance plans built around a narrower network that cuts out care providers who are outlandishly expensive or have a particularly poor record on quality. Alternatively, center a smaller network around a direct contract with an accountable care organization selected for its potential to deliver higher quality and value. More commercial health insurance carriers and lesser known third-party administrators are offering and supporting these options. Premiums and cost-sharing are typically lower for the consumer than with broader network plans.
Centers of excellence (CoE): Steer patients to designated high-quality providers with expertise in a given medical area who are willing to enter into an alternative payment arrangement or offer a more reasonable price in return for more patients. Make CoEs attractive through more generous coverage or make them mandatory if employees want an elective or non-emergent procedure (e.g., bariatric or spine surgery). Either way, employers reduce the risk that employees will receive subpar or low value care.
Alternative sites of care: Increase access to and use of alternative sites of care including onsite or near-site clinics and telehealth services. These enhance the convenience of primary or behavioral healthcare for employees and can help the employer better control referrals to overpriced hospitals or specialists.
So, move over mainstream. When it comes to the tactics employers use to purchase healthcare, alternative is likely to become less fringe. Narrow networks, CoEs or alternative sites of care may not solve all of the frustrations. But employers’ pursuit of these new models sends a strong signal that lumps of coal aren’t going to cut it. Employers are on the hunt for a shinier, more attractive set of solutions.
SOURCE: "Move over mainstream: Alternative health options a road to better value" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/opinion/move-over-mainstream-alternative-health-options-a-road-to-better-value?brief=00000152-1443-d1cc-a5fa-7cfba3c60000
What to expect when your employee is expecting
How an employee's boss treats them has a major influence on whether or not they return to work after maternity leave. Read this blog post for what to expect when your employee is expecting.
Only four out of five employees return to work after maternity leave. The way their boss treats them has a major influence on that decision.
Women make up nearly half of the American workforce, and 85% of them will become mothers by age 45, according to a study by Pew Research. The same study estimates it costs organizations around $47 billion to replace employees who quit their jobs after maternity leave. Yet, employees going on maternity leave are often pushed aside.
“Women often face having their hours cut, harassment and losing out on promotions for becoming pregnant,” says Robyn Stein DeLuca, a postpartum consultant and professor at Stony Brook University. “It’s important for managers to know pregnant women are just as capable as they were before.”
Pregnancy discrimination can result in costly lawsuits and hurt a company’s reputation. For instance, pharmaceutical company Novartis in 2010 was ordered to pay $175 million to plaintiffs after a boss told female employees they should consider having an abortion if they wanted to advance within the company, DeLuca explains. And last year, thousands of Google employees staged walkouts to protest the company’s treatment of women.
“The walkouts knocked Google off their pedestal as a great place for everyone to work,” DeLuca says. “Thanks to the #MeToo movement, businesses are being held accountable for the way they treat pregnant employees.”
DeLuca spent the last 15 years of her career studying how new mothers cope after returning to work. She applies that knowledge to her consulting business, where she advises employers and working mothers on balancing personal and professional responsibilities.
During her research, DeLuca discovered women were more likely to return to work if they had supportive managers who made reasonable accommodations for their condition. The reverse was also true; employees who didn’t receive support and accommodation were most likely to quit their jobs.
“When you give talented women the opportunity, they’ll succeed,” DeLuca says.
During a webinar for the New York City chapter of the Society for Human Resource Management, DeLuca discussed strategies for managing pregnant employees in the office and during maternity leave. Making reasonable accommodations for them is just as important as good communication, she says. The first thing employers can do is refrain from negatively commenting on the pregnancy.
“When she decides to go public with the news, stay neutral or give a positive response to the announcement. Don’t say it’s the worst possible time for her to go on leave, even if it is,” DeLuca says. “She shouldn’t be made to feel bad about this exciting time.”
The next step should be collaboration, DeLuca says. Once the employee has made her announcement, managers should meet with her to discuss when she’s planning to go on maternity leave, and how best to divvy up her responsibilities after the baby is born. It’s also a good idea for HR to have the phone number of the employee’s OBGYN in case she goes into labor at the office, DeLuca says.
“Women worry about leaving the team in the lurch, but making plans that spell out the details of her leave can reduce anxiety, bring order and set clear expectations,” DeLuca says.
DeLuca suggests asking the employee to make a list of her duties and projects so she and her manager can discuss how best to cover the work. This can help quell any job security anxieties by reaffirming she’s a valuable part of the team.
“It gives her the opportunity to shine and show what she’s accomplished,” DeLuca says.
Coworkers might resent being asked to do extra work for someone on maternity leave. The best way to prevent these feelings is to frame the work as an opportunity for professional growth, DeLuca says. Do this by praising employees for taking on extra work, and for the new skills they’re learning, she says.
Providing these employees with flexible hours so they can address personal needs — like furthering their education or caring for a loved one — is another way to reward them for stepping in for a coworker on maternity leave.
“It helps them feel like they’re not being taken for granted,” DeLuca says.
Most pregnant women plan on working right up until the baby is born, DeLuca says. And despite stereotypes about “mommy brain” — the idea that pregnancy decreases cognitive function — DeLuca asserts that pregnant women are mentally healthy and fully capable of performing their job duties.
“TV portrays pregnant women as flighty and crazy. But pregnancy is actually a good time for mental health,” DeLuca says. “Pregnant women are less likely to suffer from depression, to be admitted to a psychiatric hospital or attempt suicide.”
However, managers should understand that pregnant employees have physical limitations. Depending on their role at the organization, pregnant women may require more breaks and lighter duty.
“She shouldn’t be on her feet all day or lifting heavy objects,” DeLuca says. “The baby is literally sitting on her bladder, so she’s going to make frequent trips to the bathroom.”
Women can be self-conscious about their changing bodies during pregnancy, which can be exacerbated by inappropriate comments and gestures from managers and peers, DeLuca said. HR can help educate the workforce about this issue during harassment training.
“Don’t touch the belly. Don’t say she’s beautiful, looks like a big round ball, or like your wife did at that stage. It’s not conducive to a comfortable working environment,” DeLuca says. “Instead, you can ask how she’s feeling.”
While making plans for an employee’s maternity leave, managers should talk to the employee about how they’d like to get back to work. Some companies allow women to ease their way back into work by letting them work short days toward the end of their maternity leave.
DeLuca recommends deciding beforehand how often, or if, a manager should contact an employee during maternity leave. If the employee would rather not be contacted, set a date for a return-to-work meeting, she says.
“It gives you the chance to fill her in on projects and new clients so she can hit the ground running when she returns to work,” DeLuca says.
SOURCE: Webster, K. (28 January 2019) "What to expect when your employee is expecting" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/what-to-expect-when-your-employee-is-expecting?brief=00000152-1443-d1cc-a5fa-7cfba3c60000
New analytics tool helps employers dig deep into turnover trends
A new analytics tool aims to help employers troubleshoot what might be causing issues with your hiring and talent retention. Continue reading this blog post to learn more.
One HR software provider is aiming to help employers better understand why workers fly the coop.
Namely has added a machine learning and data analytics product to its suite of offerings for HR departments, the company said Wednesday. Its tool, dubbed Benchmarking Package, allows HR teams at midsize employers to take a deeper dive into what might be causing issues with a company’s hiring and talent retention.
The machine learning technology distills company turnover data and compares it to information from similar employers in the system, says Eric Knudsen, manager of people analytics at Namely. The comparison data is taken from the more than 1,000 employers and 175,000 employees using Namely’s platform.
“Midsize companies who have historically lacked the skills to uncover these insights are getting a new view on the workplace that they’re building,” he says.
The turnover data is anonymous.
Reviewing termination data can give employers insight into the types of employees who are leaving and potentially lead to broader insights on workplace diversity. It also can help employers better understand how they stack up against the competition and whether the company has a healthy turnover rate, Namely says.
Lorna Hagen, chief people officer at Namely, says information like this can help employers get a sense of issues that may arise in the future.
“If I’m seeing pockets of people come from a certain area of work background with higher levels of attrition, what does that mean to my recruiting strategy; what does that mean to my product strategy? It impacts how you think about your company’s future,” she says.
HR departments are placing a higher value on data analytics, and HCM software developers are taking note. For example, Paychex recently added a data analytics feature to Paychex Flex, its HCM and payroll administration platform. The feature also provides users with data on hiring and turnover trends, and companies can anonymously compare data with similar employers.
During beta testing of Namely’s benchmarking product, Knudsen says the company was able to identify certain trends by looking at employer data. In particular, he says, Namely found a notable uptick in job abandonment, or ghosting. The rates of abandonment were higher for companies in the retail and real estate industries, he says, and lower for those in the non-profit sector. The company also found that managers with eight or more direct reports had higher rates of turnover.
Hagen says that employers who look at granular data are better able to understand why workers are leaving, which can help them take steps to reduce turnover immediately.
“It’s a much more interesting conversation, quantifying what is happening with your people,” she says. “The rolling 12 month turnover rate is an interesting metric but it’s not actionable. The ability to look by level or by department — those are ways to start thinking about action.”
Namely says the benchmarking package is available to all current clients, including identity access management provider OneLogin, retailer Life is Good, financial services company The Motley Fool and recruiter software company JazzHR. The price of the product varies based on company size, but typically varies per employee per month.
SOURCE: Hroncich, C. (16 January 2019) "New analytics tool helps employers dig deep into turnover trends" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/new-analytics-tool-helps-employers-dig-deep-into-turnover-trends?feed=00000152-a2fb-d118-ab57-b3ff6e310000
Why employers should take offboarding more seriously
According to Glassdoor, 79 percent of job seekers use employer review sites during their job search. These sites provide a public stage for employees to rate and review their employers. Continue reading to learn more.
When it comes to layoffs in today’s online world, companies must focus on providing the best experience possible for departing employees, not only because it’s the right way to treat these individuals, but also because it can have a direct effect on the company’s public reputation.
Websites like Glassdoor, Fairy God Boss and Indeed provide a public stage for employees to rate and review their current and former employers. A whopping 79% of job seekers use sites like these during their job search, according to a recent Glassdoor study. Reviews can come in the form of happy employees who cheerlead and promote their employer, as well as disgruntled employees who take the opportunity to air out their employer’s dirty laundry.
In an economy with nearly full employment, where disgruntled employees can and do turn to public online review sites where prospective employees are sure to visit before an interview, organizations cannot afford to take their separation and off-boarding processes lightly.
Reviews by exiting employees have the potential to be very damaging to an employer’s reputation and deter prospective employees from even applying for potential jobs. This kind of transparency also offers a lot of benefit to job seekers; prospective employees can get a better idea of what it would be like to work for a particular company and have greater ability to select a company whose culture and values match their own. In fact, Glassdoor’s study found that 69% of job seekers would not take a job with a company that has a bad reputation – even if unemployed.
One theme that repeatedly appears in negative reviews centers around the topic of layoffs, including write-ups of various HR blunders made throughout the process, inadequate communication, and a lack of empathy and respect toward the departing employees.
While much consideration is given to the onboarding and retention phases of the relationship between employee and employer, the separation phase is often given far less attention. Whether due to a layoff, reduction in force, performance termination, or some other event, managing employee separations can be challenging and can easily turn for the worse, leaving the employee with a negative perception of the company – and an axe to grind on social media.
To address the organizational need for reputation management during a reorganization, many companies work with a third-party specialist to guide them through the necessary steps to maintain employee good-will and satisfaction. A consultative partner can offer added benefit by bringing a fresh perspective and specialized experience to a delicate situation.
For companies committed to attracting new talent, maintaining a strong online reputation should be a priority. Whether you choose to work with a partner-firm or not, ensuring that offboarding is carefully planned and managed will help your organization be more prepared and better equipped to manage a layoff action skillfully, in a way that leaves people feeling heard, cared for and appreciated.
SOURCE: Mellis, L. (21 January 2019) "Why employers should take offboarding more seriously" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/why-employers-should-take-offboarding-more-seriously?feed=00000152-a2fb-d118-ab57-b3ff6e310000
Analytics are key to wellness success. Here’s why
How can benefits managers utilize analytics to maximize their companies’ investments? Continue reading to learn how analytics can help employers optimize their health, wellness and other benefits programs.
What do benefits managers have in common with Walmart? Both have the power to leverage data to create a sustainable competitive advantage.
Like other leading retailers, Walmart mines vast quantities of data and applies predictive analytics to fuel solutions that improve store checkout processes, maximize inventory turnover and optimize product placement. Data analytics also helps the company identify shoppers’ preferences and personalize their shopping experiences. New parents, as identified by prior purchases, might receive digital coupons for infant products, for instance.
Walmart’s data intelligence gives the international retailer the ability to act upon insights quickly. One Halloween, for example, a novelty cookie generated high sales across the United States, but no sales at all in two U.S. stores. The company’s data analytics swiftly ascertained that the cookies were never put on the shelves at those stores. The problem was resolved immediately through high-visibility product placement.
Employee benefits managers have similar opportunities to maximize their companies’ investments. The effective use of disparate data can help employers optimize their health, wellness and other benefits programs, and pinpoint the true value of their total rewards.
A data-driven approach to benefits analytics
Three out of five U.S. employers use health screenings and risk assessments to help employees detect conditions earlier, when treatment might be more effective and costs lower. However, the majority of employers do not measure the impact of these programs.
Those that do assess a program’s impact typically compare the dollars spent on it with the medical claims saved. Forward-thinking benefits managers, however, are examining the total value of investment (VOI) instead. This innovative approach analyzes not only the effect of a wellness initiative on medical costs but also its influence on productivity, absenteeism, disability costs and other factors.
By aggregating and analyzing different types of data — such as claims and non-claims data — benefits managers can determine crucial correlations between preventive screenings, health outcomes and healthcare costs. Thus, they can develop more targeted benefits packages that reduce costs while improving overall employee health and productivity.
Case Study: Implementation of predictive analytics in preventative screenings
One recent initiative undertaken by a state employee health plan demonstrates the power of data analytics to reveal the VOI of preventive cancer screenings.
The state provides medical benefits to around 205,000 employees and dependents. The agency that administers the benefits program wanted to know whether preventive cancer screenings improved health outcomes, and whether the program was cost effective. Analyzing screening and claims data showed that 6% to 8% of those who underwent screenings for breast, colorectal or cervical cancer received a diagnosis of cancer or a related condition. The follow-up and all-important question was: did those members experience different outcomes than members whose cancers were not detected through screenings?
The results indicated a high VOI for members’ preventive cancer screenings:
- The majority of new cases of breast, colorectal and cervical cancer were detected through preventive screenings.
- Among members who received preventive screenings, 5% to 11% underwent treatments because of screening results — and not just for cancer. Treatments included removal of benign tumors or polyps.
- Those diagnosed with breast, colorectal or cervical cancer through the screenings experienced less invasive treatments and had fewer complications than those diagnosed through other means.
- New cases of breast and cervical cancer diagnosed through the preventive screenings had lower costs, on average, than cases detected through other means.
Positive action through data
This cancer screening example illustrates how data analysis can empower benefits managers to improve employees’ health outcomes while reducing costs. Analytics can help employers invest in more effective care management resources, as well as design benefits packages that provide positive VOI in wellness, screening and preventive care.
With the cost of health benefits continuing to rise, it’s critical to leverage data to determine the total value of wellness investments. Just as retailers use data analytics to improve the retail experience and increase profits, benefits managers should use data analytics to guide the design and evaluation of benefits and other rewards.
SOURCE: Kramer, M. (21 January 2019) "Analytics are key to wellness success. Here’s why" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/analytics-are-key-to-wellness-success-heres-why
Recruiting in the Tight(est) of Labor Markets
Are you struggling to attract top talent? Recruiters are left searching for ways to recruit top talent in a seemingly shrinking talent pool. Read on for tips on recruiting in the tightest of labor markets.
The Job Market in 2019 is drastically different than the one we all became accustomed to for so many years. The unemployment rate is two percent for college graduates, and an even tighter market in the growth areas of Digital Strategy and Data. The result is more and more companies going after a seemingly shrinking talent pool of available candidates. What is a Recruiter to do?
Develop a Relationship
Enter into the mindset that everyone is a (passive) candidate, not just anyone that responds to your job post on Indeed or Linkedin. I find that the right passive candidate is very responsive to the inquiry along the lines of “you have an exceptional background, would you have 10/15 minutes for an informational call so we could learn more about you and tell you our story?” This accomplishes two things: the potential candidate’s defenses come down so they can’t say they are not in the market, and it develops a consultative relationship between organization and candidate. Now you can start to develop a robust candidate bench!
Tell Your Story
Today’s Candidate, especially those in the millennial generation, aren’t motivated solely by salary, but by the type of work they are doing. Is it innovative, is the workplace diverse (and is that reflected in the organization’s leadership), what is the organization’s standing in their industry and what is their social impact in the community? How is the organization viewed on Glassdoor and other workplace review websites? Develop a strategic plan bringing out the value of your organization, with an emphasis on your employees, and have a vision for your future. It’s mandatory in 2019 that a corporation has to be storytellers, using Video and Social Media, and that story has to be a compelling message to bring in the right candidates. Today’s workplace culture is not a “Grind it out” until retirement, it’s one focused on doing great work and being personally fulfilled.
Employee Growth
Identify multiple successful employee ambassadors throughout your organization that a candidate can speak with before going forward. Think of these conversations as positive interactions of transparency, more fact-finding for both parties and less “selling” the organization, the most sought after candidate pool is also the most sales-resistant. These ambassadors can also help report back to hiring managers their own honest feedback of the candidate and how they would fit into your unique culture. Finally, have clear examples of employee growth throughout the organization, and not always through title. It could be a successful cross-departmental project that an employee led, or skills acquired that made them the SME in the organization. Genuine accomplishment and fulfillment will always resonate more than financial metrics to your key candidate. EQ should be just as valued as IQ in finding the right hire!
SOURCE: McKinley, C. (17 January 2019) "Recruiting in the Tight(est) of Labor Markets" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/recruiting-in-the-tightest-of-labor-markets