Only 1 in 3 employees actually understands how their 401(k) works

Do all of your employees understand how their 401(k) works? If not check out this article from HR Morning on the statistics of about 1 in 3 employees that do not understand their 401 (k) by Jared Bilski,

When it comes to common financial vehicles like 401(k) plans, term life insurance, Roth IRAs and 529 college savings plans, most workers could use some education on the finer points.  

In fact, according to a recent study by The Guardian Life Insurance Company of American, one-third or  less of employees said they had a solid understanding of the most common financial products.

Problem areas

Here is the specific breakdown from the Guardian Life study on the percentage of worker that said they have a solid understanding of various financial products:

  • 401(k)s and other workplace retirement plans (just 32% of workers said they had a solid understanding)
  • IRAs apart from Roth IRAs (27%)
  • Individual stocks and bonds (26%)
  • Mutual funds (25%)
  • Pensions (25%)
  • Roth IRAs (24%)
  • Term life insurance (23%)
  • Separately managed accounts (23%)
  • Disability insurance (23%)
  • 529 college savings plans (23%)
  • Whole life insurance (22%)
  • Business insurance, such as key person insurance or buy/sell agreements (20%)
  • Annuities (19%)
  • Universal life insurance (19%), and
  • Variable universal life insurance (18%).

Education vs. no education

One of the best ways to help workers garner a better understanding of their finances — and the financial products available to them — is through one-on-one education.

Consider this example:

The Principal Group compared the saving habits and financial acumen of workers who attended a one-on-one session the organization offered one year to those who didn’t.

What it found: Contribution rates for those who attended the session were 9% higher than those who didn’t. Also, 19% of the workers who received education opted to automatically bump up their retirement plan increases with pay increases, compared to just 2% of other employees.

Also, 92% of the employees who were enrolled in Principal’s education program agreed to take a number of positive financial steps, and 80% of those workers followed through on those steps.

See the original article Here.

Source:

Bilski J. (2017 January 27). Only 1 in 3 employees actually understands how their 401(k) works [Web blog post]. Retrieved from address https://www.hrmorning.com/only-1-in-3-employees-actually-understands-how-their-401k-works/


Why technology is not just a ‘thought but a necessity’

Are you utilizing your technology to its advantages? Check out this article from Employee Benefits Advisors about the importance of technology in today's marketplace by Brian M. Kalish

More than half of all brokers nationwide are still using paper and have no online database of their clients — but the industry is about to reach a tipping point, where those still using old processes will be left behind.

According to a recent survey of 10,000 brokers by hCentive, 54% still use paper and 53% have no online database.

Having no online database is the most challenging part, Lisa Collins, director of business development at hCentive said a recent event for brokers sponsored by the company in Reston, Va. Those brokers, she said, lack a central place for their resources.

But for brokers still using these old processes, the industry is reaching a tipping point, she said, where “technology is not just a thought [but] a necessity.”

It will become necessary, she explained, because the industry is demanding technology solutions as employers look to their brokers to provide more services with less commissions. On top of that, HR broker tech startups, such as Zenefits, Namely and Gusto are taking business away. These firms offer technology solutions for free and become the broker of record — and they are moving upmarket, Collins added. The tech startups, Collins added, are taking business from more traditional brokers.

These tech startups are directly approaching adviser’s clients, she said. Clients are responding to these HR tech startups because of challenging and changing requirements of HR, including Affordable Care Act compliance.

“Clients are asking for more than ever,” she said. “It used to [broker’s] sold insurance. Now they are a true consultant and risk mitigator.”

“Clients want more and more and it is challenging with less commission dollars to work with,” she added. “You have more competition than you have ever had.”

Advisers need to provide value, as benefits are likely to be a top three expense for an employer, added Brian Slutz, regional sales manager at hCentive.

The future
Looking toward the future, many questions still remain about President Donald Trump’s plans for healthcare and employee benefits, but a few things are likely to be consistent, which can be streamlined with technology, including:

  • Consumer-driver healthcare is staying, Collins said, and with that comes the growth of health savings accounts. As a result, more voluntary products can be sold. Technology enables that through decision support tools that suggest these products to employees.
  • Cost transparency tools: “A really critical tool,” Collins said. Viable systems are hitting the marketplace now and technology provides answers employees are seeking on healthcare costs
  • Personalized communications: With more choice and more complication comes the need for education, Collins said. Technology solutions are becoming more customized to speak to an individual employee with targeted communication to a particular generation.

See the original article Here.

Source:

Kalish B. (2017 January 31). Why technology is not just a 'thought but a necessity' [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/news/why-technology-is-not-just-a-thought-but-a-necessity?brief=00000152-1443-d1cc-a5fa-7cfba3c60000


Employers prioritizing employee well-being

Are you putting enough priority into your employees' well-being? Take a look at this article from Employee Benefits Advisor   about the importance of employee well-being by Nick Otto

Benefits managers and HR pros alike know the two-fold benefits well-being programs provide: a healthier, more engaged workforce and increased productivity. So it’s no wonder more companies are prioritizing such programs.

A large majority of employers (78%) call employee well-being a key component of company strategy, according to Virgin Pulse’s 2017 State of the Industry report. In addition, 87% say they have already invested, or plan to invest, in some type of employee well-being initiative, and 97% agree with the decidedly uncontroversial statement that worker well-being positively influences engagement.

“Until recently, employee well-being has been viewed as a ‘nice to have,’ but with more and more research directly connecting employee well-being to business productivity and performance, business leaders are recognizing it as a ‘must have’ from a business perspective,” says Chris Boyce, CEO of Virgin Pulse, a wellness technology provider. “The proof is in the data that emerging-companies that invest in employee well-being see lower turnover, less absenteeism, stronger stock performance and higher business productivity. That’s a compelling business case.”

But what programs do employers say are advancing wellness and engagement? Opinions seem to differ. Forty-one percent of the organizations surveyed by Virgin Pulse are still in the process of defining employee engagement or developing a plan to enhance it.

Further, a little less than a third (29%) of respondents have established engagement programs to fit specific needs or offer an integrated solution that links to organizational strategy, the report notes.

One of the more striking differences between the older, or more “mature” organizations, accounting for 29% of those surveyed, and the rest of the employers is that the great majority of the former group conducts annual employee engagement surveys, compared to less than half of other employers.

By completing these surveys, some roadblocks employers say they are encountering in engaging more employees in well-being programs include issues such as organization culture (48%), budgets (47%) and communications (30%), the study notes.

For benefits managers, making sure that all employees have access to benefits and programs that address their full well-being — and having the ability to communicate those programs and measure usage and impact — is critical in proving the value of wellness programs, Boyce notes.

“Today, businesses can and should be looking beyond wellness and health cost savings and evaluating employee well-being programs in the context of the larger cultural and business value they deliver, such as increased employee engagement and retention, reduced safety incidents, decreased absenteeism and higher business productivity,” he adds.

In fact, a large majority of HR leaders view workplace culture as an important part of furthering employee well-being. Eighty percent have programs in place or plan to implement programs aimed at improving culture at the office.

Beginner organizations can jump-start their well-being initiatives by offering well-being programs, experiences and activities that engage all employees, not just a few, Boyce suggests. Social connections and team support are critical in building — and sustaining — cultures of well-being, so the more actively involved employees are in the program, the more successful it will be in driving the changes and outcomes that matter for individuals and organizations.

“As organizations continue to focus on individual well-being as a positive driver of company culture, they are going to see happier, healthier, more engaged employees and better business results, across the board,” he says. “That’s just good business sense.”

The best way to implement a robust program that meets the individual needs of employees —while simplifying management and communication for employers — is to find a well-being vendor that has a hub embedded with their solution, Boyce says.

A hub that provides a one-stop-shop experience by connecting all relevant programs into a single space allows employees to access all their resources in one interface while driving participation and usage. With the right well-being and benefits hub, employers will be able to integrate a broad range of HR and benefits programs and promote them to relevant employees and populations.

“Imagine being able to suggest your financial planning program to employees that are new to the workforce, physical activity programs to those who are most sedentary, and mindfulness programs to departments in the throes of their busy season,” Boyce says. “Simplification, employee engagement and personalization are key to building a robust well-being program.”

See the original article Here.

Source:

Otto N. (2017 January 27). Employers prioritizing employee well-being [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/news/employers-prioritizing-employee-well-being?brief=00000152-1443-d1cc-a5fa-7cfba3c60000


3 Financial Risks That Retirees Underestimate

Are you worried about the risks associated with retirement? If so check out this article from Kiplinger about some of the risks associated with retirement that retirees underestimate by Christopher Scalese

When you think of risk in retirement, what comes to mind? For many, the various risks associated with the stock market may be the first. From asset allocation risk (avoiding keeping all of your eggs in one basket) to sequence-of-return risk (the risk of taking out income when the market is down), these factors become increasingly important once your paychecks stop and you begin drawing from your investments for retirement income.

However, these are only the tip of the iceberg when it comes to key risks that should be considered for retirement planning in today's economy. Here are three areas I commonly see retirees and pre-retirees forgetting to consider:

1. Portfolio Failure Risk

How long can you live off of income from your investments? Is it likely that your investments can provide an income stream you won't outlive? There are many theories, such as the ever-popular 4% rule, which suggests that, if you maintain a portfolio consisting of 60% bonds and 40% equities, you can take 4% of your total portfolio each year. However, studies in recent years have shown this method to have about a 50% failure rate based on today's low-interest rates and market volatility.

Another withdrawal method is guessing how long you'll live and dividing your savings by 20 to 30 years—but what happens if you live 31 years?

If you do not have a written income plan for how to strategically withdraw from your accounts over the duration of your retirement, this may be a significant risk to consider.

2. Unexpected Financial Responsibility Risk

Life is full of surprises, and retirement is no different. Today's retirees are known as the "sandwich generation" with financial pressures coming from all sides—often having to provide for grown children and aging parents at the same time.

Additionally, there are difficult but significant financial planning considerations for the future loss of a spouse. You can expect to lose a Social Security payment and potentially see changes to a pension. Simultaneously, tax brackets will shrink when going from married to single, taking a larger piece of your already-reduced income.

Having a proactive, flexible financial strategy can be essential in helping you adapt to your many changing needs throughout the course of your retirement.

3. Health Care Risk

Beyond the considerations for inflation on daily purchasing power in retirement, rising costs of health care, particularly as Americans continue living longer, require explicit planning to avoid a physically disabling event from becoming a financial concern. From Medigap options to long-term care and hybrid insurance policies, considering insurance coverage for perhaps one of the most significant expenses in retirement may be a pivotal point in your retirement planning.

While these obstacles may seem daunting, identifying and understanding the concerns unique to your retirement goals should be the first step to help overcome them.

See the original article Here.

Source:

Scalese C. (2017 January). 3 financial risks that retirees underestimate [Web blog post]. Retrieved from address https://www.kiplinger.com/article/retirement/T037-C032-S014-3-financial-risks-that-retirees-underestimate.html


10 tips for furthering benefits education

Are you looking for some new ways to educate yourself in the world of benefits? Here are some great tips from Benefits Pro you can use to help increase your knowledge about benefits by Erin Moriarty-Siler

In order to maintain relevant in today's ever-changing benefits market, it's important that brokers and benefits professionals keep learning.

Whether that be by networking with others in the industry, diving in with new technology efforts, or simply chatting about client needs, it's essential industry professionals keep learning.

As part of our our marketing and sales tips series, we asked our audience for their thoughts on how to continue their benefits education.

Here are the 10 tips we liked best.

1. Cost-effective education excites employees

Employees are eager to better themselves, especially if doing so can be cost effective through innovative benefits. Consider offering financial planning and educational services like career development courses or college prep classes, as these are becoming more and more popular.

2. Industry events

Disruption will continue in the insurance industry, but will you be able to keep up? Stay up-to-date by attending industry events, such as the BenefitsPRO Broker Expo in April.

3. Practice makes perfect

To retain knowledge and keep a competitive edge, it's important to practice and refresh skills year-round (think social media training, for instance).

4. It's not a "no," it's a growth opportunity

Treat rejection as a learning opportunity. Find ways to turn a no into a yes and remember that persistence prevails.

5. Trial and error is the best teacher

“Experiments are usually about learning. When you get a negative outcome, you’re still really learning something that you need to know.” Linda Hill, professor of business administration, Harvard Business School

6. Think outside your own experience

Look to your colleagues for exclusive insight you might not have. Ask a younger co-worker what they’d most like out of a benefits package, or what type of insurance is best for your officemate nearing retirement.

7. Learning and education are not created equal

“I’m a three-time college dropout, so learning over education is very near and dear to my heart, but to me, education is what people do to you, learning is what you do to yourself.” Joi Ito, director, MIT Media Lab

8. Become the expert

“You can distinguish yourself with top-notch technical or industry knowledge. It pays to be viewed as an expert, whether in risk management or the regulatory landscape. You’ll open up many opportunities by becoming an authority.” Renee Preslar, communications manager, Transamerica Employee Benefits

9. Money, money, money

“The No. 1 employee wellness trend in 2017 will be an increasing focus on helping employees better themselves financially by providing the tools, resources, education and environment to improve their finances.” Matt Cosgriff, retirement plan consultant, BerganKDV Wealth Management.

10. Too much is never enough

“You can never be overdressed or overeducated.” Oscar Wilde

See the original article Here.

Source:

Moriarty-Siler E. (2017 January 24). 10 tips for furthering benefits education[Web blog post]. Retrieved from address https://www.benefitspro.com/2017/01/24/10-tips-for-furthering-benefits-education?ref=hp-news&page_all=1


Strategic Talent Investment

Looking for ways to develop existing talent? Check out this interesting article from SHRM about the impact and benefits of investing in talent by Sharon Margules

Limited dollars for talent development? High expectations for measurable impact? More requests and expressed needs than resources available? These are just some of the challenges facing HR today. The solution: make strategic talent investments that directly link to the business strategy.
Successful organizations have business strategies that define their winning aspiration, where they will play, how they will win and the capabilities and systems they need to have in place to execute.i From my experience, the volatile marketplace has challenged leaders to craft sustainable, competitive strategies and for those that do, many still don’t thoughtfully consider the capabilities and aligned systems needed to operationalize their strategy. While there are exceptions to this conclusion, it is more commonplace to see lagging talent strategies and business systems.
For HR’s part in this, they need to adopt a mindset shift from being reactive and “in service” to proactive and a “strategic partner” in enabling the business strategy. Throughout my career I observed HR wait for the strategy to be defined by the “business” before they determine the actions they need to take in support. That doesn’t work. The time to make a difference is during the creation of the business strategy so everyone involved understands the organization’s current readiness to address the where to play and how to win choices. Absent that perspective, leaders are making assumptions about what can and can’t be achieved to execute their strategy. When it comes time to build budgets, the lack of forethought into what it will take to execute in terms of both capabilities and systems, becomes an unaligned mess. Budgets become grocery lists of investments that are only very nominally linked to the business strategy. No one is thinking through what capabilities and systems are truly critical to enable the strategy execution.
How Do You Get More Strategically Aligned with the Business?
As I mentioned, HR executives need to adopt a mindset shift and assume a more proactive role during the strategy formation. They need to exert their influence on the leadership team when making choices of where to play and how to win. They need to come prepared to share a clear understanding of where the organization is today from a talent and a HR systems perspective. This means leaders need to already have in place an effective means of classifying the current talent capabilities they have, where the gaps are against the current strategy and knowledge of their pools of talent in each of their core areas. An infrastructure of integrated approaches to assessment, talent planning, attraction and hiring, performance management, and compensation needs to be functioning at a high level to provide HR executives with the necessary data for strategic decision making. Furthermore, HR executives must have sufficient knowledge of the business, the competition and the consumer. Otherwise, recommendations on strategy will lack sufficient credibility. With the data and knowledge available then HR can make strategic investment decisions.
How Do You Make Strategic Talent Investment Choices?
If you have clarity around the business strategy and know where you are today in terms of capabilities and where you need to be to execute the strategy, then making these decisions will be straightforward. Most organizations struggle with unclear priorities and massive tactical “to do” lists that are not aligned with the strategy. Your plans need to be directly tied to the business strategy.
Building a strategic investment plan means you make critical, differentiated investments in core/key talent areas that will have the most significant impact on your business strategy. Just as a business has to choose what it will and won’t do as part of creating their strategy, HR needs to have the discipline to make choices. That can mean you allocate some of your investment across frontline leaders as you implement a new service model. Or, perhaps it is an investment in high potential mid-level leaders who need to make the transition to managing larger scope across broader global teams. The point is, regardless of where you do and don’t make investments, your choices should be a result of strategic input at the beginning stages of business strategy formation. Failure to make the strategic connection and to monetize the ROI will lead you to arbitrary HR decision making and ineffective solutions.
Similarly, the absence of the right talent development solutions will bring further failure in delivering against the capability requirements for the strategy. The keys to strategic talent investment: link business strategy to investment choices, to solution identification, and follow through with execution and measurement.
Using this as a model to build your talent development plans will significantly increase your chances of investing in the right solutions, for the right audience, at the right time and with the right results.
How Do You Build a Case For Your Talent Investments?
The question you need to ask first is: Will making an investment in this population, in this solution, in this initiative facilitate the accomplishment of our business strategy?
Even if you answer yes, organizations may still cut the talent investments that most directly impact their ability to achieve their strategy.
For example, I recently led a high potential program designed to build general management capabilities among leaders from product functions who were experts in each of their fields. The goal, originally defined by the CEO, was to create a pool of GMs that could take on leadership of businesses that were becoming more global and integrated. Rather than have operators run a product business, the objective was to have GMs with product expertise run a product business on a global scale. The results from two years of the program were that 72 percent of the participants received promotions to GM roles and 22 percent of the participants took on expat assignments as GMs in Japan and China. Despite its success, the program was cut because the investment, 50K per person for 20 people was deemed too steep. The primary reason the case couldn’t be made to continue this investment; is following a CEO leadership change, we were unable to demonstrate how this program was directly aligned with the business strategy. We didn’t monetize the value of this investment.
Here are some questions you should answer in making a strategic case for talent investment:
1. How does having internally developed “x” leaders with “y” capabilities enable the achievement of your organization’s vision and strategy? Will having leaders with these capabilities allow you to more rapidly innovate, act on opportunity and compete in new markets? Which specific strategic business objectives are you tackling?
2. How much business do the leaders you are developing impact and how much economic value can be gained? Let’s say the leader runs a $200m business. If the leader, as a result of your targeted development, is able to find cost savings and increase earnings of just 2 percent, the economic value the leader brings is $4M.
3. What is the cost to attract, hire and onboard someone into a key role? What is the cost in lost productivity? Most estimates put the cost of hire to be 1.5 to 2 times the salary for key roles.ii If you assume a key leader earns $200,000 then the minimum cost to hire is $300,000 and according to most studies, nearly half will fail within the first 18 months at a new employer.iii
4. What will it cost you in attrition, if you don’t invest in your key talent? As Dan Pink articulates in his book, Drive: The Surprising Truth about What Motivates Us, leaders need a sense of mastery, autonomy and purpose to be motivated and achieve their best. Development provides leaders the opportunity to expand their mastery and autonomy and even clarify their purpose. As Pink says, “The secret to high performance and satisfaction … is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.”
The loss of key talent affects commitment and focus on results among team members. It has a lasting, negative effect on climate that can permeate the organization.
5. What insights are you not tapping into from these leaders by not making the investment in development? Leaders are both born and made and through practice, excellence can be achieved. By creating the right development solution, leaders are given an environment in which they can acquire new knowledge, learn new skills and practice with low risk. What new idea, innovation or perspective might you leave on the table because you didn’t invest in giving leaders the tools and resources as well as the space to learn?
With these questions answered HR executives should be able to make the case to invest $50K in the development of key talent (per example above). Between the cost to hire of about $300K and the lost potential economic value of $4M, the possibility of attrition and the resulting negative climate impact, the organization is beyond remiss for not making the investment a priority.
HR has long sought to be a business partner. The more HR professionals can influence business strategy, link their efforts directly to the strategy, and deliver thoughtful, differentiated investments that can show true value, the more likely the “business” will seek their partnership.

See the original article Here.

Source:

Margules S. (2017 January 19). Strategic talent investment [Web blog post]. Retrieved from address https://blog.shrm.org/blog/strategic-talent-investment


Owning Engagement in Your Workplace

Looking for ways to help increase your employee engagement at work? Take a look at this great article from Society of Human Resources (SHRM) for so great tips to boost employee engagement by Trish McFarlane

We’re going on well over fifteen years of thinking about employee engagement in organizations.  And after years of surveying employees and rolling organizational results into a macro look at our country, the results today have not changed much from when we first started the analysis.  What we know is companies that lose disengaged employees often see the negative impact of having lower profitability and higher recruiting expenses.
From a company perspective, there are always things that can be done to reach out to employees and make them feel valued.  What has changed in the last fifteen years is using technology to bolster engagement by creating solutions to aid in stronger organizational connections.  These can include solutions to:
Encourage mentor relationships- Employees who feel mentored know that someone in the organization cares about their development and career path.  This mentor relationship also creates an outlet for continuous communication, and feedback, so that the employee has a strong connection point.
Communicate more, not less- Being transparent, even in economic downturns, builds trust with employees.  They will be more likely to hang in there for the long run.  Additionally, letting an employee know how valuable they are to the company is key.
Allow and encourage some fun in the work day- Fun at work = employees who don’t dread being there.  You don’t have to be playing ping pong or foosball all day at work, but definitely encourage a culture of being able to step away from the desk to chat and congregate.  It also means providing technology to make collaboration and sharing easier.  And beyond the technology, having senior leaders who will use and champion the technology so that employees feel compelled to use it too.
But it’s not just about the company driving employee engagement.  In many organizations, employee engagement is looked at as the relationship between the employee and the company.  In actuality, it goes far beyond this and is the relationships that an individual employee builds with colleagues and clients that truly indicate how likely the employee is to stay with the organization.  Engagement is also a set of behaviors an employee must embrace in order to make the connections that will be lasting.  So, what can you do as an employee to build that relationship?
Ways to foster your own engagement
  • Volunteer to do more
  • Be more active (in the group, the topic, etc.)
  • Look for ways to improve, then implement them
  • Take ownership for what goes well and where you need to improve
  • Get “fired up” and use your passion
  • Be loyal
  • Build trusting relationships

The take away for me is it’s about focusing on the relationship, not the individual inputs and levers.

What do you think?  What would you add to the list?

See the original article Here.

Source:

McFarlane T. (Date). Owning engagement in your workplace [Web blog post]. Retrieved from address https://blog.shrm.org/blog/owning-engagement-in-your-workplace


How to encourage increased investment in financial wellbeing

Is financial wellness an important part of your company culture? By promoting financial wellness among your employees', employers can reap the benefits as well. Check out this great article from Employee Benefits Advisor about the some of the effects that promoting financial wellness can have. By Cort Olsen

Financial wellness has come to the forefront of employers’ wellbeing priorities. Looking back on previous years of participation in retirement savings programs such as 401(k)s, employers are not satisfied with participation, an Aon study shows.

As few as 15% of employers say they are satisfied with their workers’ current savings rate, according to a new report from Aon Hewitt. In response, employers are focused on increasing savings rates and will look to their advisers to help expand financial wellbeing programs.

Aon surveyed more than 250 U.S. employers representing nearly 9 million workers to determine their priorities and likely changes when it comes to retirement benefits. According to the report, employers plan to emphasize retirement readiness, focusing on financial wellbeing and refining automation as they aim to raise 401(k) savings rates for 2017.

Emphasizing retirement readiness
Nearly all employers, 90%, are concerned with their employees’ level of understanding about how much they need to save to achieve an adequate retirement savings. Those employers who said they were not satisfied with investment levels in past years, 87%, say they plan to take action this year to help workers reach their retirement goals.

“Employers are making retirement readiness one of the important parts of their financial wellbeing strategy by offering tools and modelers to help workers understand, realistically, how much they’re likely to need in order to retire,” says Rob Austin, director of retirement research at Aon Hewitt. “Some of these tools take it a step further and provide education on what specific actions workers can take to help close the savings gap and can help workers understand that even small changes, such as increasing 401(k) contributions by just two percentage points, can impact their long-term savings outlook.”

Focusing on financial wellbeing
While financial wellness has been a growing trend among employers recently, 60% of employers say its importance has increased over the past two years. This year, 92% of employers are likely to focus on the financial wellbeing of workers in a way that extends beyond retirement such as help with managing student loan debt, day-to-day budgeting and even physical and emotional wellbeing.

Currently, 58% of employers have a tool available that covers at least one aspect of financial wellness, but by the end of 2017, that percentage is expected to reach 84%, according to the Aon Hewitt report.

“Financial wellbeing programs have moved from being something that few leading-edge companies were offering to a more mainstream strategy,” Austin says. “Employers realize that offering programs that address the overall wellbeing of their workers can solve for myriad challenges that impact people’s work lives and productivity, including their physical and emotional health, financial stressors and long-term retirement savings.”

The lessons learned from automatic enrollment are being utilized to increase savings rates. In a separate Aon Hewitt report, more than half of all employees under plans with automatic enrollment default had at or above the company match threshold. Employers are also adding contribution escalation features and enrolling workers who may not have been previously enrolled in the 401(k) plan.

“Employers realize that automatic 401(k) features can be very effective when it comes to increasing participation in the plan,” Austin says. “Now they are taking an automation 2.0 approach to make it easier for workers to save more and invest better.”

See the original article Here.

Source:

Olsen C. (2017 January 16). How to encourage increased investment in financial wellbeing [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/news/how-to-encourage-increased-investment-in-financial-wellbeing?feed=00000152-1377-d1cc-a5fa-7fff0c920000


Health Law Sleepers: Six Surprising Health Items That Could Disappear With ACA Repeal

Does ACA repeal have you worried? Look into this great article from Kaiser Health News about some of things that could disappear with ACA repeal by Julie Appleby and Mary Agnes Carey

The Affordable Care Act of course affected premiums and insurance purchasing. It guaranteed people with pre-existing conditions could buy health coverage and allowed children to stay on parents’ plans until age 26. But the roughly 2,000-page bill also included a host of other provisions that affect the health-related choices of nearly every American.

Some of these measures are evident every day. Some enjoy broad support, even though people often don’t always realize they spring from the statute.

In other words, the outcome of the repeal-and-replace debate could affect more than you might think, depending on exactly how the GOP congressional majority pursues its goal to do away with Obamacare.

No one knows how far the effort will reach, but here’s a sampling of sleeper provisions that could land on the cutting-room floor:

CALORIE COUNTS AT RESTAURANTS AND FAST FOOD CHAINS

Feeling hungry? The law tries to give you more information about what that burger or muffin will cost you in terms of calories, part of an effort to combat the ongoing obesity epidemic. Under the ACA, most restaurants and fast food chains with at least 20 stores must post calorie counts of their menu items. Several states, including New York, already had similar rules before the law. Although there was some pushback, the rule had industry support, possibly because posting calories was seen as less onerous than such things as taxes on sugary foods or beverages. The final rule went into effect in December after a one-year delay. One thing that is still unclear: Does simply seeing that a particular muffin has more than 400 calories cause consumers to choose carrot sticks instead?  Results are mixed. One large meta-analysis done before the law went into effect didn’t show a significant reduction in calorie consumption, although the authors concluded that menu labeling is “a relatively low-cost education strategy that may lead consumers to purchase slightly fewer calories.”

PRIVACY PLEASE: WORKPLACE REQUIREMENTS FOR BREAST-FEEDING ROOMS

Breast feeding, but going back to work? The law requires employers to provide women break time to express milk for up to a year after giving birth and provide someplace — other than a bathroom — to do so in private. In addition, most health plans must offerbreastfeeding support and equipment, such as pumps, without a patient co-payment.

LIMITS ON SURPRISE MEDICAL COSTS FROM HOSPITAL EMERGENCY ROOM VISITS

If you find yourself in an emergency room, short on cash, uninsured or not sure if your insurance covers costs at that hospital, the law provides some limited assistance. If you are in a hospital that is not part of your insurer’s network, the Affordable Care Act requires all health plans to charge consumers the same co-payments or co-insurance for out-of-network emergency care as they do for hospitals within their networks. Still, the hospital could “balance bill” you for its costs — including ER care — that exceed what your insurer reimburses it.

If it’s a non-profit hospital — and about 78 percent of all hospitals are — the law requires it to post online a written financial assistance policy, spelling out whether it offers free or discounted care and the eligibility requirements for such programs. While not prescribing any particular set of eligibility requirements, the law requires hospitals to charge lower rates to patients who are eligible for their financial assistance programs. That’s compared with their gross charges, also known as chargemaster rates.

NONPROFIT HOSPITALS’ COMMUNITY HEALTH ASSESSMENTS

The health law also requires non-profit hospitals to justify the billions of dollars in tax exemptions they receive by demonstrating how they go about trying to improve the health of the community around them.

Every three years, these hospitals have to perform a community needs assessment for the area the hospital serves. They also have to develop — and update annually — strategies to meet these needs. The hospitals then must provide documentation as part of their annual reporting to the Internal Revenue Service. Failure to comply could leave them liable for a $50,000 penalty.

A WOMAN’S RIGHT TO CHOOSE … HER OB/GYN

Most insurance plans must allow women to seek care from an obstetrician/gynecologist without having to get a referral from a primary care physician. While the majority of states already had such protections in place, those laws did not apply to self-insured plans, which are often offered by large employers. The health law extended the rules to all new plans. Proponents say direct access makes it easier for women to seek not only reproductive health care, but also related screenings for such things as high blood pressure or cholesterol.

AND WHAT ABOUT THOSE THERAPY COVERAGE ASSURANCES FOR FAMILIES WHO HAVE KIDS WITH AUTISM?

Advocates for children with autism and people with degenerative diseases argued that many insurance plans did not provide care their families needed. That’s because insurers would cover rehabilitation to help people regain functions they had lost, such as walking again after a stroke, but not care needed to either gain functions patients never had, such speech therapy for a child who never learned how to talk, or to maintain a patient’s current level of function. The law requires plans to offer coverage for such treatments, dubbed habilitative care, as part of the essential health benefits in plans sold to individuals and small groups.

See the original article Here.

Source:

Appleby J., Carey M. (2017 January 12). Health law sleepers: six surprising health items that could disappear with ACA repeal [Web blog post]. Retrieved from address https://khn.org/news/health-law-sleepers-six-surprising-health-items-that-could-disappear-with-aca-repeal/?utm_campaign=KHN%3A+Daily+Health+Policy+Report&utm_source=hs_email&utm_medium=email&utm_content=40532225&_hsenc=p2ANqtz-8vl0H_K8CNgaURbqgYS5m3isu1NUGrj0FRIdsUX8JCwcifTDRV-UvKdu6lZGvB06FTyhENvPFLaOMOsIrr2IBVBTNWQg&_hsmi=40532225


FIVE TRENDS IN TALENT

Do you know what is needed to attract new talent to your company? Here's a great article from SHRM about 5 trends that new hires are looking for in 2017 by Shonna Waters & Alex Alonso

1. A VERY COMPETITIVE TALENT MARKETPLACE
Labor market improvements and skills shortages have combined to create a very competitive talent marketplace. Sourcing talent is now as much about how organizations represent themselves to the world as it does about digging deeper to find new pockets of talent. Not only is sourcing talent a real and relevant problem for HR, but according to a 2015 SHRM survey of non-HR executives, it is the defining issue for ensuring organizational sustainability. As we look to the future, organizations that can find talent in non-traditional pockets or manufacture their talent through partnerships with educational institutions and NGOs will continue to build competitive advantage.
2. DATA & ANALYTICS WILL DRIVE HUMAN CAPITAL DECISIONS
Big data and analytics trends have not spared HR. Today's competitive landscape requires HR professionals to be able to tie talent investments to business objectives. Metrics such as cost-per-hire and time-to-fill are no longer sufficient. New trends in workforce analytics call for meta-metrics like return on workforce investment and assessing opportunity costs associated with workforce processes. Moreover, truly astute consumers of these meta-metrics will also blend in marketing tools like net promoter scores to enhance the information gathered about the organization's effectiveness when promulgating brand and consumer value propositions. All this to say, when looking at workforce analytics we can safely say, "it isn't your grandfather's analytics anymore."
3. INTEGRATED PERFORMANCE MANAGEMENT
In part thanks to increased attention on business outcomes (or lack thereof) of traditional performance appraisal systems, organizations are responding to an overwhelming imbalance between what they invest in appraisal systems and the outcomes they receive by eliminating or significantly re-conceptualizing performance management (e.g., General Electric, Deloitte, Adobe, Microsoft, Gap, Inc.). Despite overwhelming frustration with appraisal systems, they are here to stay. HR professionals will have to take on new ways of designing these systems to move beyond administrative processes to business impact. The most successful organizations will focus on strengthening the performance culture to embed performance management behaviors such as feedback and coaching into the day-to-day work rather than crafting it as a separate and administrative process.
4. PARENTAL LEAVE
Heavy workplace demands and an increasingly complex, global environment can lead to burnout, low productivity, dissatisfaction, and stress-related illnesses across organizational levels. Increased research demonstrating the importance of employee well-being, an increasingly transparent and competitive talent market, and media attention on both gender equality and paid leave policies across the globe have made paid parental, maternity, and paternity leave a top trend for 2017. Although only about a quarter of organizations currently offer this type of paid leave, competitive organizations will be taking a hard look at their policies next year to ensure their benefits packages appeal to their target employees.
5. THE GIG ECONOMY & ADAPTIVE LEADERSHIP
Two other trends, the contingent workforce and leader development, are worth watching. The gig economy is here to stay. Employees can no longer be easily parsed into full-time and part-time, exempt and non-exempt. HR professionals will need to grapple with how to orient and socialize gig workers, while staying in compliance with evolving laws and regulations. Rapid changes within the business environment are also threatening the old command and control management structures and styles. As a result, new models of leadership and leader development methods are required to build complex, adaptable leaders who can handle ambiguity and constant change and motivate their employees to do the same by focusing on meaning and purpose.

See the original article Here.

Source:

Waters S., Alonso A. (2017 January 5). Five trends in talent [Web blog post]. Retrieved from address https://blog.shrm.org/blog/five-trends-in-talent