Biggest boomer retirement regrets

Originally posted by Lisa Barron on https://www.benefitspro.com

The last of the baby boomer generation will be turning 50 this year, and it's time for them to get a fix on how they are going to prepare for retirement.

Fortunately, there are valuable lessons, financial and otherwise, to be learned from those who have already reached their later years.

On the financial front, there is of course room for many regrets.  "Generally, the failure to have a plan is number one," Pete Lang, president of Lang Capital in Hilton Head and Charlotte, N.C., told BenefitsPro.

"I find people five years into retirement with no plan whatsoever."

Lang said that includes a tax plan, an income plan and an investment plan.  Otherwise, he cautioned, "All your money is slipping through your fingers."

He left out an estate plan, Lang said, because while it may be needed for a financial blueprint it is not needed to retire, as are the other three.

On taxes, according to Lang, the biggest regret is the failure to use a tax-forward plan, such as deferring Social Security. "If you don't take it at 65 or 66, you can defer it and that will minimize taxes."

Other tax regrets include withdrawing money from tax-deferred IRAs too early, and not spreading Roth IRA conversions over a period of time.

As for income, Lang goes back to Social Security deferrals. "Everybody thinks the government will go out of business. That's not the case. The checks will always continue," he said.

"If the government gets into trouble with inflation, that's another issue. But the checks will be there, and deferral is a great way to guarantee enhanced income stream."

Finally, turning to investment, Lang said the big regret is the failure to hedge against inflation. "The inflation rate over the last 15 years has averaged 2.5 percent. And when you look at portfolios, they are also taxable. You have to use a tax co-efficient.  I use 3.4 percent. So, if you're not growing at that rate you are not hedging money against inflation. If that's the case, you're losing buying power," he explained.

Given the risk inherent in equities and the current low yields on Treasuries, Lang said, "Use the standard rule to diversify a portfolio to create an income stream from safer allocations short term and in the long term from a more aggressive plan."

Clarence Kehoe, executive partner in accounting firm Anchin, Block & Anchin, told BenefitsPro he sees regrets over some very basic mistakes made during the peak earning years.

"From my experience, a lot of people when they get to retirement age look back and say 'why didn't I' or 'I wish I had,'" he said.

The two biggest killers are a lack of savings and a lack of understanding of how much will be needed in retirement, according to Kehoe.

"If you look at it realistically, many see a rise in income as they mature in their career, and when they see salaries go up, instead of saying now I have a chance to save, they are spending it. A lot of people don't pay attention, and don't say I have excess cash and I should save it," he said.

Going hand in hand with this is the problem of excessive borrowing. "Consumer debt has gone but the affluent person who wants a bigger house will have taken a mortgage or taken a second mortgage to take a vacation. Excess leveraging can squash the ability to save for retirement," Kehoe said.

Among other regrets sees is retiring too early. "There are people who have taken themselves out of the work force, some even in their mid- 50s, but they are robbing themselves of extra years of savings."

"A lot of people don't realize life expectancy is longer than they think, which means they need more money," he added.

Finally, Kehoe stresses the need to plan for age-related expenses. "People look at themselves unrealistically. They are not thinking about some of the extremes in older age. But even if you keep yourself in great shape your body wears down," he said.

That means more regular doctor visits, not all of which will be covered by the government or insurance, Kehoe warned.

Not all of the retirement-related regrets pertain strictly to finances, notes Daniel Kraus, an advisor and branch manager with Raymond James & Associates in Boca Raton, Fla.

One of the biggest one he sees among clients is the lack of a plan for what to do with their time. "A recent client commented, 'I'm bored. I don't know what to do with myself,'" Kraus told Benefitspro.

"After working for 50 years, he retired at 73 and said he wasn't prepared for the lack of activity. So there's a psychological impact of going into retirement that is dreadfully overlooked," he said.

Another area that can be overlooked has to do with way of life. "We do experience clients unwilling to change their lifestyle or unable to make that change," he said.

"I've got a client who's 84 and is burning down her money because she won't change her lifestyle. So that's an investment and psychology issue."

Another client can't make the tough decisions she needs to. "In her case, she knows she has to sell her real estate but she can't bring herself to price it at a price where it will sell," he explained.

"Retirement is all about making choices and compromise."

The person who isn't willing to change their lifestyle and runs out of money has regrets, said Kraus, as does the person who retired too early and finds the market is down and the person who pulled all of their money out of the market in 2008 and 2009 and put it in the bank.

His final cautionary tale: Regret is having long-term care expenses and not having planned for it.

Pointing to statistics showing that two-thirds of those over age 65 will incur long-term care costs, Kraus said, "There's nothing certain in life but death, taxes and long-term care."

 


Why it's critical to monitor life insurance policy performance

Originally posted on April 11, 2014 by Henry Montag, E. Randolph Whitelaw on www.lifehealthpro.com

Have you ever discovered a bank entry error in your checking account register, resulting in $100 or $1,000 less than what it should be?  Imagine how much worse it would be if your client’s $1,000,000 life insurance policy’s death benefit was suddenly unavailable to a spouse or child due to a technicality. Unfortunately, as a result of sustained low interest rates over the last twenty years, as well as policy owner and trustee inattention to performance monitoring, approximately 35 percent of existing non-guaranteed life insurance contracts are expected to expire prior to an insured’s normal life expectancy.

Very few lay people and professionals are aware that their life insurance contracts can expire prior to their lifetime. Clients and trustees often incorrectly assume that either the agent or the insurance company is monitoring their contracts to make sure they will always remain in force, but that’s not true. As a matter of fact, it would be in the insurance company’s best financial interest if, after all those years of paying the premium, it became exorbitantly expensive to maintain the contract and the death benefit had to be reduced or the policy surrendered. According to Donald Walters, General Counsel for the Insurance Marketplace Standards Association, (IMSA), “While insurers have not publicized the issue, there is a growing concern in the industry about lapsing universal life policies.” Carriers and agents have no obligation to monitor policy performance relative to original performance expectations. Carriers are merely required to send a scheduled premium billing and an annual policy value statement.  It is solely the responsibility of the policy owner to review the policy value statement and determine the needed premium adjustment to achieve originally illustrated policy values.

In August 2012, the Office of the Comptroller of the Currency (OCC) issued revised guidelines, which directs financial institutions serving as trustee of an insurance trust to treat life insurance as they would any other asset. This means life insurance, just like stocks, bonds and real estate, needs to be actively managed. Providing a policy performance evaluation and then monitoring it every 1-3 years, depending upon product type, is the only way to determine whether a life insurance contract issued in the 1980s is in danger of expiring prematurely. These universal life or variable universal life insurance contracts, unlike their more expensive whole life counterparts that have lifetime guarantees, are not guaranteed for a lifetime. This is because their performance was tied to an anticipated annual interest crediting rate, or an anticipated stock index performance, neither of which was guaranteed, and neither of which were achieved.

In the mid-1980s, when prevailing interest rates were as high as 18 percent and life insurance companies were crediting guaranteed policies much lower rates, thousands of astute policyholders switched the accumulated cash value in their whole life contracts into higher yielding bank deposit instruments.

In order to stop these outflows, the life insurance industry created a new product called universal life insurance.” These policies paid an interest rate based on prevailing market interest rates instead of a fixed rate, as had been the case in their traditional whole life contracts. If interest rates increased, then the scheduled premium could be decreased or remain unchanged for policy coverage to remain in force. What was not clearly understood, however, was that, if interest rates decreased, then the length of time the coverage would remain in force would consequently be reduced, or a greater annual premium deposit would be required in order to prevent an early expiration of coverage.

When universal life was first offered, agents and brokers would ask their clients how long they wished the coverage to remain in force.  Clients would typically respond that they wanted the coverage to last until age 90–95. Next an interest rate assumption was made for the time period between the insured’s current age and this age 90–95 target in order to generate a computer illustration calculating the anticipated annual premium needed to keep the policy in force. However, this scheduled premium amount was not guaranteed.

While the introduction of this interest-sensitive product solved the outflow problem for the insurance industry, it has created other problems for policy owners in the last ten years due to policy owner misunderstandings and inattention. Few policy owners or “amateur” trustees understood that they carried performance risk. Moreover, they did not know which risks to monitor or have the tools to do so. As interest rates declined, they simply paid the scheduled premium, unaware that the policy would lapse much earlier than insured age 90-95 unless the scheduled premium amount was increased. This fact has created a crisis of lapsing policies that requires corrective action.

To avoid lapse risk, a policy performance evaluation of a universal life, variable universal life or indexed universal life contract should be independently conducted to determine, at a minimum,  (1) the probability the current premium will sustain the policy to the insured’s life expectancy, (2) the insured’s age at policy lapse, (3) the competitiveness of the policy charge, and (4) the needed correcting premium to sustain the policy to the insured’s life expectancy. Inforce carrier illustrations disclaim predictive value. Hence, an actuarially certified evaluation should be obtained. Also, for older insureds, a life expectancy report should be considered so that the premium payment period is based upon the insured’s medical history and current medical condition.   

The more advance notice an insured or trustee has about a potential premium shortfall, the less additional monies are needed to adjust the coverage back to its originally projected level. Since cost of insurance charges increase annually, annual performance monitoring and periodic premium adjustment avoids a lapse notice ‘surprise’ that requires a significantly higher premium to maintain the policy inforce.

Whether there was transparency and full disclosure in the initial marketing and ongoing annual policy statements for these products can be debated but performance risk rests with the policy owner. The combination of low interest rates and the fact that the octogenarian demographic is the fastest growing segment of the population has created a ticking time bomb for lapse. Corrective action is needed, and it can only be taken by the policy owner.

If the policy is owned in an irrevocable life insurance trust (ILIT), the trustee has the sole duty and responsibility to manage the trust asset. Inattention poses reputation and litigation risk for corporate trustees, and reputation risk for legal and tax advisors to amateur trustees, especially family members serving as an accommodation and relying solely upon these advisors for all trust administration functions. It is estimated that 90 percent of inforce Trust-Owned Life Insurance (TOLI) policies are administered by unskilled amateur trustees, meaning that credible professional assistance is needed to create a prudent and reasoned process that maximizes the probability of a favorable outcome to the trust estate.

In regard to corporate trustee duties, the OCC offers excellent prudent process guidance. For example, policy performance evaluation should examine the financial health of the issuing insurance company, and consider whether the policy is performing as illustrated. If the policy is underperforming, or if the policy can be improved upon, the fiduciary should consider replacement or remediation. If a trustee lacks the expertise to evaluate the premium adequacy risk or the contract’s appropriateness to fulfill the beneficiary’s objectives, the trustee has a duty to delegate and engage the necessary experts to make these determinations and assist in the suggested remediation steps.

In addition to regularly evaluating and monitoring a life insurance contract, individual policyholders should also consider the availability of newer products that were not available when the contracts were initially purchased. For example, a chronic care rider, which first became available at the end of 2011, allows an individual to withdraw up to $116,000 tax free in 2013 (adjusted annually for inflation), from the death benefit of a life insurance contract to pay for qualifying long-term care expenses. There is no reason not to have this benefit available in any life insurance contract.

Finally, the need for inforce TOLI policy attention usually triggers uncertainties as to how to get started in implementing a prudent process. Establishment of an Investment Policy Statement (IPS) is just as important for life insurance as it is for fixed income and equity investments. An IPS should:

  • Update death benefit requirements
  • Summarize ILIT parties and their responsibilities
  • Identify trustee risk management criteria
  • Identify policy and product evaluation duties and how they will be provided
  • Affirm beneficiary communication requirements

An Investment Policy Statement and credible inforce policy evaluation can help ensure the longer-term planning objectives of a policy owner as well as provide safeguards for the trustee. The tools for prudent and reasoned life insurance policy performance monitoring are readily available — they just need to be used.


The 3 Essential Factors for Growing Your Business

Originally posted April 9, 2014 by Mike Michalowicz on www.americanexpress.com.

Hoping to scale your business this year? You can do it--if you have these 3 elements in place.

Congratulations! You’ve achieved a measure of success with your business. You’ve created a great product, and you’re getting the word out. Your income is increasing, and you’re ready to take the next step.
If you’re looking for the formula that will help you build your business exponentially, I’m about to give it to you. Now, don’t make the mistake of thinking there’s a worry-free, easy road to success. If that were true, businesses would never fail.
What I will share with you, though, is a reliable formula for scaling your business up—a tested and proven method of making it work harder for you. It’s not an effortless path, but you will arrive at your destination.
And here’s the key before we get started: You can’t just pick one of the following three elements and expect exponential growth. The magic solution is the intersection of all three of these elements, working together, to create a successful, profitable business.
Uniqueness
Better isn’t better; different is better. You must find the point of difference that you offer—that thing your company does that no one business can provide. Therein lies your opportunity.
Think about Starbucks for a moment. There are other coffee companies, but none are so ubiquitous or successful. Here’s why: It’s hard to differentiate yourself sufficiently. Some coffee shops may offer a slightly better product, some of them might even do it for a slightly better price, but unless a company can find a way to be significantly different, then Starbucks remains the default for many latte addicts.
Different is better. If you’re going to defeat a category leader like Starbucks, you must give prospective customers a compelling reason to choose your product.

Recurring Business From Top Clients
Start by taking a look at your industry, and determine who the top spenders are. Then create a strategy for how to get access to them. Next, look at your own business, and find a way to clone your best clients—either by converting middling clients to better ones or by finding ways to connect with more big spenders.
Don’t underestimate the importance of your community as a source for new clients, even if your business is a one-time use sort of outfit. Think about funeral homes: I can’t think of a more single-use type of business, but in providing excellent service, a funeral home can pick up additional business from the families and friends who see and value the excellent work the business is providing. Find a way to cultivate good, repeat business.

Systems, Systems, Systems
Here’s a simple, incontrovertible truth: You can’t scale your business exponentially if you insist on handling everything yourself. There’s just not enough of you to go around.
The solution is to systematize everything that makes sense. Look—and look hard—at every aspect of your business for ways you can streamline, automate and delegate your way to maximum efficiency. If your business can run an entire cycle—from landing a client through billing a client—while you’re asleep, then you have limitless potential to scale your business. Systems are more efficient and infinitely reproducible.

Putting It All Together
So when does the magic start? It’s when you get all three elements working together. It's when your coffee shop brings in loyal, repeat clients for large catering gigs because they’ve spent countless pleasurable hours at your shop, which is run by a reliable manager, offers fresh local food and has a gift shop stocked with the work of local artists. It’s when your accounting firm—staffed by mobile accountants who travel to businesses to meet with busy entrepreneurs—is invited to speak at a chamber of commerce meeting and sign up your community’s business leaders for your unique service, while explaining the system you’ve created that automates your billing and receivables process and makes you super efficient.
Being good in your field isn’t enough if you want to scale your business up. Landing clients isn’t enough, and systematizing isn’t enough. Think that challenge is too great? Here’s the encouraging part: Achieve in these three areas, and you’re virtually guaranteed success.
Focusing your attention where it really matters—on uniqueness, recurring business from good clients, and systematization—is a delicious recipe for success.


3 ingredients for a successful employee weight loss program

Originally posted April 10, 2014 by Kelly Carpenter, PhD on www.ebn.benefitnews.com

Everyone who has pursued a traditional employee weight loss program knows that results can be unpredictable. Usually, enough employees succeed in losing weight to give the program value. The problem is they often gain it back. While programs are going in the right direction, clearly there is room for improvement.

Today’s advanced weight-loss programs deliver that improvement, providing more uniform and sustained results by leveraging behavioral change science. The most successful of these programs include the following three key behavior-change ingredients as a foundation for maximum weight-loss impact.

#1: Focus on long-term motivators rather than short-term

The near-term events that often spur people to think about losing weight – a wedding, a cruise, a high school reunion or a financial incentive – all quickly come and go. As the event passes, so does the motivation, and a return of old behaviors almost always means a return to previous weight.

In contrast, long-term motivators endure, enabling the individual to sustain weight loss without needing an incentive, because they discover the personal value a healthier lifestyle brings to life.  For instance, when an employee is motivated to lose weight to enjoy a more active life with a spouse, children or grandchildren, that employee is on a more sustainable path to successful weight loss.

#2: Address underlying cognitive, emotional and biological barriers to sustained weight loss

The underlying reasons why some employees just can’t seem to lose weight vary from individual to individual. One employee may have a habit of sneaking a donut in the break room and then thinking “I’ve blown it for today and may as well have one more.” Another employee may have periods of work-related stress that trigger the urge for comfort food. There are dozens of additional behavioral patterns as well as personal weight loss history and biological factors that make losing weight extremely difficult, if not impossible, if not addressed.

Programs that include individualized coaching can provide the specific interventions needed to support behavior change. Health coaches can help an employee overcome the discouragement involved in sneaking a donut by guiding the employee to take a positive action, such as reducing the corresponding calories from the rest of the day’s consumption. Or they can encourage the stressed employee to counter anxiety with a healthy response, such as taking a walk or calling a friend. So it goes for additional behaviors that run counter to weight loss. The key is personalized assistance to help every individual succeed.

#3: Position a more intensive weight loss program as an option within a larger wellness program

Wellness programs − though important to guide employees to better lifestyle habits and establish healthy workplace cultures − do not address the complexities of obesity. That’s why it is important for wellness programs to include an evidence-based weight loss program as an option for people with serious weight issues. Once employees do lose weight, the wellness program can equip them to sustain weight loss by focusing on overall wellbeing as an alternative to a lifetime of on-and-off dieting. Giving employees the best practices and skills needed to achieve and maintain lifelong health can work wonders toward helping formerly obese employees become more fit for life.

As the U.S. obesity epidemic has grown, studies have consistently documented the positive financial outcomes realized when employers respond with solid weight loss programs. By reducing the risks of both diabetes and heart disease, obesity reduction delivers health care savings that contribute significantly to the bottom line. Add employee health and well-being benefits that promote sustained weight loss, and it’s a win-win for everyone involved. That’s why it is imperative to offer a weight loss program, and to make sure it includes the three key ingredients that can optimize the results.


11 Health Insurance Tax Facts You Need to Know

Originally posted on April 4, 2014 by Robert Bloink and William H. Byrnes on https://www.lifehealthpro.com

Among the many changes the Patient Protection and Affordable Care Act (PPACA) has triggered, amendments to the tax code rank high. Employers and those who advise them may have questions about what expenses qualify for deductions, which tax credits they can take advantage of, and what the new rules mean for grandfathered plans. Individuals may be wondering how HSA distributions are taxed, or whether benefits received under a personal health insurance policy are taxable. If these or other questions are coming your way, fear not, we have the well-researched answers you're looking for.

1. Are premiums paid for personal health insurance deductible as medical expenses?

Premiums paid for medical care insurance, that is, hospital, surgical, and medical expense reimbursement coverage, is deductible as a medical expense to the extent that, when added to all other unreimbursed medical expenses, the total exceeds 10 percent of a taxpayer’s adjusted gross income (7.5 percent for tax years beginning before 2013). The threshold is also 10 percent for alternative minimum tax purposes.

The Patient Protection and Affordable Care Act increased the threshold to 10 percent of a taxpayer’s adjusted gross income for taxpayers who are under the age of sixty-five effective in tax years beginning January 1, 2013. Taxpayers over the age of sixty-five will be temporarily excluded from this provision and the threshold for deductibility for these taxpayers will remain at the 7.5 percent level from years 2013 to 2016.

No deduction may be taken for medical care premiums or any other medical expenses unless a taxpayer itemizes his or her deductions. The limit on itemized deductions for certain high-income individuals is not applicable to medical expenses deductible under IRC Section 213.

Premiums for only medical care insurance are deductible as a medical expense. Premiums for non-medical benefits, including disability income, accidental death and dismemberment, and waiver of premium under a life insurance policy, are not deductible.

Amounts paid for any qualified long-term care insurance contract or for qualified long-term care services generally are included in the definition of medical care and, thus, are eligible for income tax deduction, subject to certain limitations.

Compulsory contributions to a state disability benefits fund are not deductible as medical expenses but are deductible as taxes. Employee contributions to an alternative employer plan providing disability benefits required by state law are nondeductible personal expenses.

If a policy provides both medical and non-medical benefits, a deduction will be allowed for the medical portion of the premium only if the medical charge is reasonable in relation to the total premium and is stated separately in either the policy or in a statement furnished by the insurance company.

Similarly, because the deduction is limited to expenses of the taxpayer, his or her spouse and dependents, where a premium provides medical care for others as well (as in automobile insurance) without separately stating the portion applicable to the taxpayer, spouse and dependents, no deduction is allowed.

If a policy provides only indemnity for hospital and surgical expenses, premiums qualify as medical care premiums even though the benefits are stated amounts that will be paid without regard to the actual amount of expense incurred. Premiums paid for a hospital insurance policy that provides a stated payment for each week an insured is hospitalized, not to exceed a specified number of weeks, regardless of whether the insured receives other payments for reimbursement, do not qualify as medical care premiums and hence are not deductible.

Premiums paid for a stand-alone critical illness policy are considered capital outlays and are not deductible.

A deduction will also be denied for employees’ contributions to a plan that provides that employees absent from work because of sickness are to be paid a percentage of wages earned on that day by co-employees.

Premiums paid for a policy that provides reimbursement for the cost of prescription drugs are deductible as medical care insurance premiums.

Medicare premiums, paid by persons age sixty-five or older, under the supplementary medical insurance or prescription drug programs are deductible as medical care insurance premiums. Taxes paid by employees and self-employed persons for basic hospital insurance under Medicare are not deductible.

Premiums prepaid by a taxpayer before the taxpayer is sixty-five for insurance covering medical care for the taxpayer, his or her spouse, and his or her dependents after the taxpayer is sixty-five are deductible when paid provided they are payable on a level-premium basis for ten years or more or until age sixty-five, but in no case for fewer than five years.

Payments made to an institution for the provision of lifetime care are deductible under IRC Section 213(a) in the year paid to the extent that the payments are properly allocable to medical care, even if the care is to be provided in the future or possibly not provided at all. The IRS has stated that its rulings should not be interpreted to permit a current deduction of payments for future medical care including medical insurance provided beyond the current tax year in situations where future lifetime care is not of the type associated with these rulings.

2. May an employer deduct as a business expense the cost of premiums paid for accident and health insurance for employees?

An employer generally can deduct as a business expense all premiums paid for health insurance for one or more employees. This includes premiums for medical expense insurance, dismemberment and sight loss coverage for the employee, his or her spouse and dependents, disability income for the employee, and accidental death coverage.

Premiums are deductible by an employer whether coverage is provided under a group policy or under individual policies. The deduction for health insurance is allowable only if benefits are payable to employees or their beneficiaries; it is not allowable if benefits are payable to the employer. Where a spouse of an employer is a bona fide employee and the employer is covered as a family member, the premium is deductible. A corporation can deduct premiums it pays on group hospitalization coverage for commission salespersons, regardless of whether they are employees. Premiums must qualify as additional reasonable compensation to the insured employees.

If a payment is considered made to a fund that is part of an employer plan to provide the benefit, the deduction for amounts paid or accrued may be limited.

An accrual basis employer that provides medical benefits to employees directly instead of through insurance or an intermediary fund may not deduct amounts estimated to be necessary to pay for medical care provided in the year but for which claims have not been filed with the employer by the end of the year if filing a claim is necessary to establish the employer’s liability for payment.

3. What credit is available for small employers for employee health insurance expenses?

A credit is available for employee health insurance expenses of an eligible small employer for taxable years beginning after December 31, 2009, provided the employer offers health insurance to its employees.

An eligible small employer is an employer that has no more than twenty-five full time employees, the average annual wages of whom do not exceed $50,000 (in 2010, 2011, 2012 and 2013; the amount is indexed thereafter).

An employer must have a contribution arrangement for each employee who enrolls in the health plan offered by the employer through an exchange that requires that the employer make a non-elective contribution in an amount equal to a uniform percentage, not less than 50 percent, of the premium cost.

Subject to phase-out based on the number of employees and average wages, the amount of the credit is equal to 50 percent, and 35 percent in the case of tax exempts, of the lesser of (1) the aggregate amount of non-elective contributions made by the employer on behalf of its employees for health insurance premiums for health plans offered by the employer to employees through an exchange, or (2) the aggregate amount of non-elective contributions the employer would have made if each employee had been enrolled in a health plan that had a premium equal to the average premium for the small group market in the ratings area.

For years 2010, 2011, 2012 and 2013, the following modifications apply in determining the amount of the credit:

(1) the credit percentage is reduced to 35 percent (25 percent in the case of tax exempts);

(2) the amount under (1) is determined by reference to non-elective contributions for premiums paid for health insurance, and there is no exchange requirement; and

(3) the amount under (2) is determined by the average premium for the state small group market.

The credit also is allowed against the alternative minimum tax.

In 2014 small employers will have exclusive access to an expanded Small Business Healthcare Tax Credit under the Patient Protection and Affordable Care Act (PPACA). This tax credit covers as much as 50 percent of the employer contribution toward premium costs for eligible employers who have low- to moderate-wage workers.

4. Are benefits received under a personal health insurance policy taxable income?

No.

All kinds of benefits from personal health insurance generally are entirely exempt from income tax. This includes disability income; dismemberment and sight loss benefits; critical illness benefits; and hospital, surgical, or other medical expense reimbursement. There is no limit on the amount of benefits, including the amount of disability income, that can be received tax-free under personally paid health insurance or under an arrangement having the effect of accident or health insurance. At least one court has held, however, that the IRC Section 104(a)(3) exclusion is not available where a taxpayer’s claims for insurance benefits were not made in good faith and were not based on a true illness or injury.

The accidental death benefit under a health insurance policy may be tax-exempt to a beneficiary as death proceeds of life insurance. Disability benefits received for loss of income or earning capacity under no fault insurance are excludable from gross income. The exclusion also has been applied to an insured to whom policies were transferred by a professional service corporation in which the insured was the sole stockholder.

Health insurance benefits are tax-exempt if received by the insured and if received by a person having an insurable interest in an insured.

Medical expense reimbursement benefits must be taken into account in computing a taxpayer’s medical expense deduction. Because only unreimbursed expenses are deductible, the total amount of medical expenses paid during a taxable year must be reduced by the total amount of reimbursements received in that taxable year.

Likewise, if medical expenses are deducted in the year they are paid and then reimbursed in a later year, the taxpayer or the taxpayer’s estate, where the deduction is taken on the decedent’s final return but later reimbursed to the taxpayer’s estate, must include the reimbursement, to the extent of the prior year’s deduction, in gross income for the later year.

Where the value of a decedent’s right to reimbursement proceeds, which is income in respect of a decedent, is included in the decedent’s estate, an income tax deduction is available for the portion of estate tax attributable to such value.

Disability income is not treated as reimbursement for medical expenses and, therefore, does not offset such expenses.

Example. Mr. Jones, whose adjusted gross income for 2012 was $25,000, paid $3,000 in medical expenses during that year. On his 2012 return, he took a medical expense deduction of $1,125 [$3,000 - $1,875 (7.5 percent of his adjusted gross income)]. In 2013, Mr. Jones receives the following benefits from his health insurance: disability income, $1,200; reimbursement for 2012 doctor and hospital bills, $400. He must report $400 as taxable income on his 2013 return. Had Mr. Jones received the reimbursement in 2012, his medical expense deduction for that year would have been limited to $725 ($3,000 - $400 [reimbursement] - $1,875 [7.5 percent of adjusted gross income]). Otherwise, he would have received the entire amount of insurance benefits, including the medical expense reimbursement, tax-free.

5. How is employer-provided disability income coverage taxed?

Deduction

An employer generally can deduct all premiums paid for disability income coverage, as with all premiums paid for health insurance, for one or more employees as a business expense.

Premiums are deductible by an employer whether coverage is provided under a group policy or under individual policies. The deduction is allowable only if benefits are payable to employees or their beneficiaries; it is not allowable if benefits are payable to an employer.

The deduction of premiums paid for a disability income policy insuring an employee-shareholder was prohibited where the corporation was the premium payer, owner, and beneficiary of the policy. The Tax Court held that IRC Section 265(a) prevented the deduction because the premiums were funds expended to produce tax-exempt income. The Tax Court stated that disability income policy benefits, had any been paid, would have been tax-exempt under IRC Section 104(a)(3).

Taxation of benefits

Sick pay, wage continuation payments, and disability income payments, both preretirement and postretirement, generally are fully includable in gross income and taxable to an employee. Specifically, long-term disability income payments received under a policy paid for by an employer are fully includable in income to a taxpayer.

A disabled former employee could not exclude from income a lump sum payment received from the insurance company that provided the employee’s employer-paid long-term disability coverage. The lump sum nature of the settlement did not change the nature of the payment into something other than a payment received under accident or health insurance.

If benefits are received under a plan to which an employee has contributed, the portion of the disability income attributable to the employee’s contributions is tax-free. Under an individual policy, an employee’s contributions for the current policy year are taken into consideration. With a group policy, an employee’s contributions for the last three years, if known, are considered.

In Revenue Ruling 2004-55, the IRS held that the three-year look back rule did not apply because the plan was amended so that, with respect to each employee, the amended plan was financed either solely by the employer or solely by the employee. The three-year look back rule does not apply if a plan is not considered a contributory plan.

An employer may allow employees to elect, on an annual basis, whether to have premiums for a group disability income policy included in employees’ income for that year. An employee who elects to have premiums included in his or her income will not be taxed on benefits received during a period of disability beginning in that tax year. An employee’s election will be effective for each tax year without regard to employer and employee contributions for prior years.

Where an employee-owner reimbursed his corporation for payment of premiums on a disability income policy, the benefit payments that he received while disabled were excludable from income under IRC Section 104(a)(3).

Where an employer initially paid disability income insurance premiums but, prior to a second period of benefit payments, an employee took responsibility for paying premiums personally, the benefits paid from the disability income policy during the second benefit-paying period were not includable in the employee’s income.

Premiums paid by a former employee under an earlier long-term disability plan were not considered paid toward a later plan from which the employee received benefit payments. Thus, disability benefits were includable in income. If an employer merely withholds employee contributions and makes none itself, the payments are excludable. A tax credit for disability retirement income is available to taxpayers receiving those payments after the minimum age at which they would have received a pension or annuity if not disabled. This credit is called the Disability and Earned Income Tax Credit (EITC).

6. How is personal disability income coverage taxed?

Deduction

Premiums for non-medical care, such as personal disability income coverage, are not deductible. Only premiums for medical care insurance are deductible as a medical expense.

A deduction is allowed for medical care that is not otherwise compensated for by insurance. The deduction is allowed to the extent that the medical care expenses exceed 7.5 percent of the taxpayer’s adjusted gross income. For taxable years beginning in 2017, the deduction is allowed to the extent that the medical care expenses exceed 10 percent of the taxpayer’s adjusted gross income. The threshold is 10 percent for the alternative minimum tax and there is a transition rule for people over 65. The 10 percent threshold for regular tax does not apply until 2017.

Taxation of benefits

Benefits from personal disability income coverage typically are entirely exempt from income tax. There is no limit on the amount of benefits, including the amount of disability income that can be received tax-free under personally paid disability income coverage.

If benefits are received under a plan to which both an employer and employee have contributed, the portion of the disability income attributable to the employee’s contributions is tax-free.

7. How are amounts distributed from a Health Savings Account (HSA) taxed?

A distribution from an HSA used exclusively to pay qualified medical expenses of an account holder is not includable in gross income. Any distribution from an HSA that is not used exclusively to pay qualified medical expenses of an account holder must be included in the account holder’s gross income.

Any distribution that is includable in income because it was not used to pay qualified medical expenses is also subject to a penalty tax. The penalty tax is 10 percent of includable income for a distribution from an HSA. For distributions made after December 31, 2010, the additional tax on nonqualified distributions from HSAs is increased to 20 percent of includable income.

Includable distributions received after an HSA holder becomes disabled within the meaning of IRC Section 72(m)(7), dies, or reaches the age of Medicare eligibility are not subject to the penalty tax.

Qualified medical expenses are amounts paid by the account holder for medical care for the individual, his or her spouse, and any dependent to the extent that expenses are not compensated by insurance or otherwise. For tax years beginning after December 31, 2010, medicines constituting qualified medical expenses will be limited to doctor-prescribed drugs and insulin. Consequently, over-the counter medicines will no longer be qualified expenses unless prescribed by a doctor after 2010.

With several exceptions, the payment of insurance premiums is not a qualified medical expense. The exceptions include any expense for coverage under a health plan during a period of COBRA continuation coverage, a qualified long-term care insurance contract, or a health plan paid for during a period in which the individual is receiving unemployment compensation.

An account holder may pay qualified long-term care insurance premiums with distributions from an HSA even if contributions to the HSA were made by salary reduction through an IRC Section 125 cafeteria plan. Amounts of qualified long-term care insurance premiums that constitute qualified medical expenses are limited to the age-based limits found in IRC Section 213(d)(10) as adjusted annually.

An HSA account holder may make tax-free distributions to reimburse qualified medical expenses from prior tax years as long as the expenses were incurred after the HSA was established. There is no time limit on when a distribution must occur.

HSA trustees, custodians, and employers need not determine whether a distribution is used for qualified medical expenses. This responsibility falls on individual account holders.

8. When may an account owner transfer or rollover funds into an HSA?

Funds may be transferred or rolled over from one HSA to another HSA or from an Archer MSA to an HSA provided that an account holder affects the transfer within sixty days of receiving the distribution.

An HSA rollover may take place only once a year. The year is not a calendar year, but a rolling twelve-month period beginning on the day when an account holder receives a distribution to be rolled over. Transfers of HSA amounts directly from one HSA trustee to another HSA trustee, known as a trustee-to-trustee transfer, are not subject to the limits under IRC Section 223(f)(5). There is no limit on the number of trustee-to-trustee transfers allowed during a year.

A participant in a health reimbursement arrangement (“HRA”) or a health flexible spending arrangement (“Health FSA”) may make a qualified HSA distribution on a one time per arrangement basis. A qualified HSA distribution is a transfer directly from an employer to an HSA of an employee to the extent the distribution does not exceed the lesser of the balance in the arrangement on September 21, 2006, or the date of distribution. A qualified HSA distribution shall be treated as a rollover contribution under IRC Section 223(f)(5), that is, it does not count toward the annual HSA contribution limit.

If an employee fails to be an eligible individual at any time during a taxable year following a qualified HSA distribution, the employee must include in his or her gross income the aggregate amount of all qualified HSA distributions. The amount includable in gross income is also subject to a 10 percent penalty tax.

General-purpose health FSA coverage during a grace period, after the end of a plan year, will be disregarded in determining an individual’s eligibility to contribute to an HSA if the individual makes a qualified HSA distribution of the entire balance. Health FSA coverage during a plan year is not disregarded, even if a health FSA balance is reduced to zero. An individual who begins HDHP coverage after the first day of the month is not an eligible individual until the first day of the following month.

The timing of qualified HSA distributions therefore is critical for employees covered by general-purpose, that is, non-high-deductible, health FSAs or HRAs:

(1) An employee only should make a qualified HSA distribution if he or she has been covered by an HDHP since the first day of the month;

(2) An employee must rollover general purpose health FSA balances during the grace period after the end of the plan year, not during the plan year, and, of course, he or she must not be covered by a general purpose health FSA during the new year; and

(3) An employee must rollover the entire balance in an HRA or a health FSA to an HSA. If a balance remains in an HRA at the end of a plan year or in a health FSA at the end of the grace period, the employee will not be an HSA-eligible individual.

Beginning in 2007, a taxpayer may, once in his or her lifetime, make a qualified HSA funding distribution. A qualified HSA funding distribution is a trustee-to-trustee transfer from an IRA to an HSA in an amount that does not exceed the annual HSA contribution limitation for the taxpayer. If a taxpayer has self-only coverage under an HDHP at the time of the transfer, but at a later date during the same taxable year obtains family coverage under an HDHP, the taxpayer may make an additional qualified HSA funding distribution in an amount not exceeding the additional annual contribution for which the taxpayer has become eligible.

If a taxpayer fails to be an eligible individual at any time during a taxable year following a qualified HSA funding distribution, the taxpayer must include in his or her gross income the aggregate amount of all qualified HSA funding distributions. The amount includable in gross income also is subject to a 10 percent penalty tax.

9. What employers are eligible for the new tax credit for health insurance, and how does it work?

The new health insurance tax credit is designed to help approximately four million small for-profit businesses and tax-exempt organizations that primarily employ low and moderate-income workers. The credit is available to employers that have twenty-four or fewer eligible full time equivalent (“FTE”) employees paying wages averaging under $50,000 per employee per year.

IRC Section 45R provides a tax credit beginning in 2010 for a business with twenty-four or fewer eligible FTEs. Eligible employees do not include seasonal workers who work for an employer 120 days a year or fewer, owners, and owners’ family members, where average compensation for the eligible employees is less than $50,000 and where the business pays 50 percent or more of employee-only (single person) health insurance costs. Thus, owners and family members’ compensation is not counted in determining average compensation, and the health insurance cost for these people is not eligible for the health insurance tax credit.

The credit is largest if there are ten or fewer employees and average wages do not exceed $25,000. The amount of the credit phases out for business with more than ten eligible employees or average compensation of more than $25,000 and under $50,000. The amount of an employer’s premium payments that counts for purposes of the credit is capped by the average premium for the small group market in the employer’s geographic location, as determined by the Department of Health and Human Services.

Example: In 2013, a qualified employer has nine FTEs (excluding owners, owners’ family members, and seasonal employees) with average annual wages of $24,000 per FTE. The employer pays $75,000 in health care premiums for these employees, which does not exceed the average premium for the small group market in the employer’s state, and otherwise meets the requirements for the credit. The credit for 2013 equals $26,250 (35 percent x $75,000).

Additional examples can be found here.

10. How do the rules for obtaining the tax credit change over the years?

To obtain the credit, an employer must pay at least 50 percent of the cost of health care coverage for each counted worker with insurance.

In 2010, an employer may qualify if it pays at least 50 percent of the cost of employee-only coverage, regardless of actual coverage elected by an employee. For example, if employee-only coverage costs $500 per month, family coverage costs $1,500 per month, and the employer pays at least $250 per month (50 percent of employee-only coverage) per covered employee, then even if an employee selected family coverage the employer would meet this contribution requirement to qualify for the tax credit in 2010.

Beginning in 2011, however, the percentage paid by an employer for each enrolled employee must be a uniform percentage for that coverage level. If an employee receives coverage that is more expensive than single coverage, such as family or self-plus-one coverage, an employer must pay at least 50 percent of the premium for each employee’s coverage in 2011 and thereafter.

Thus, grandfathered health insurance plans that provide, for instance, for 100 percent of family coverage for executives and employee-only coverage for staff will qualify for the tax credit in 2010 but not in 2011 or beyond.

(1) Prohibition of lifetime benefit limits;

(2) No rescission except for fraud or intentional misrepresentation;

(3) Children, who are not eligible for employer-sponsored coverage, covered up to age twenty-six on a family policy, if the dependent does not have coverage available from his or her employer;

(4) Pre-existing condition exclusions for covered individuals younger than nineteen are prohibited; and

(5) Restricted annual limits for essential benefits.

Grandfathered health plans are exempt from the following additional requirements that apply to new and non-grandfathered health plans:

(1) No cost sharing for preventive services;

(2) Nondiscrimination based on compensation;

(3) Children covered up to age twenty-six on family policy regardless of whether a policy is available at work. Grandfathered status for the adult dependent coverage ends on January 1, 2014;

(4) Internal appeal and external review processes;

(5) Emergency services at in-network cost-sharing level with no prior authorization; and

(6) Parents must be allowed to select a pediatrician as a primary care physician for their children and women must be allowed to select an OB-GYN for their primary care physician.

 

 


Weighing a Rollout of Benefits for Employees? 4 Tips for Startups to Consider

Originally posted by Jennifer Fitzgerald on https://www.entrepreneur.com

Should a startup company offer employees benefits? That question cuts to the core of any entrepreneur's most significant challenges: cash burn, talent recruitment and company values.

But founders of startups might find it wise to consider offering employees certain benefits to help build the company’s culture. Here’s why:

Benefits are more valuable to employees than you think. MetLife’s annual study of employee benefits trends found that benefits can be even more important than advancement opportunities and company culture in fostering employee loyalty. That’s important for founders of startups to know, considering the fact that recruiting takes a massive investment of time.

And benefits may not be as expensive as you think. Okay, free Friday massages might be. But health insurance is certainly more affordable for small businesses now than it’s been in recent years, due to new offerings under the Affordable Care Act.

And by offering benefits, you company can stand out from the pack. Only 28 percent of businesses with fewer than 10 employees offer health insurance. If you can afford it, then your company will have a recruiting edge.

If you’re convinced that you should provide your employees benefits, here’s what you should do:

1. Start with the basics. You want a healthy team that won’t get financially rocked by a trip to the emergency room. That means you should provide health insurance and disability insurance.

Retirement contributions, gym memberships, catered lunches and the like should all wait until your business becomes financially stable. Also, they don’t deliver as much bang (in terms of employee satisfaction) for the employer's buck as good health-care coverage.

Arrange for a solid but not extravagant group health-insurance plan to keep costs in check. Many employess at startups are relatively young and healthy. For them, a bronze- or silver-level plan is appropriate. (Usually, premiums will run $200 to $300 per employee per month). Find a plan that makes people stick to a network (an HMO or EPO), which will keep your costs down.

Disability insurance is also an important but often overlooked offering. This type of coverage pays a cash benefit if an employee is unable to work as a result of  injury or illness. If you can afford to pay 0.5 percent to 1 percent in compensation per employee, then you can offer short-term and long-term disability insurance.

2. Manage expectations. Consider what you can afford to spend on benefits for each new hire. Build it into your baseline hiring costs and don’t change this figure unless you’re improving it.

Avoid a reduction in benefits. Nothing will have your employees grumbling faster than that. (This is because of a human behavioral quirk called the endowment effect.) It’s better to start out conservatively with your benefits offerings and improve them over time as your budget can absorb them.

For reference, small companies that provide health insurance to employees contribute on average per employee $857 per year for individual coverage and $3,346 per year for family coverage. Contribute only what you can afford. And remember that only 28 percent of small companies offer health insurance at all. Contributing even a small amount for employee health insurance places you well ahead of the pack.

3. Take advantage of health-insurance subsidies. The Affordable Care Act offers subsidies (as much as 50 percent of the cost) to small businesses that provide health insurance to employees. To qualify, the business must have fewer than 25 full-time employees, pay on average annual wages below $50,000 and contribute 50 percent or more toward premiums.

For startups not eligible for the subsidy, taking advantage of individual health insurance is also an option. Individual health insurance costs about the same per person as small-group health insurance. So, a startup could have employees buy their own individual health-insurance plan on the relevant state marketplace and reimburse them for premiums.

4. Get a broker. Founders don’t have time to deal with the complex world of insurance benefits. Let a broker handle it for you. Best of all, there’s no extra cost. Brokers are compensated by insurance companies through commissions, which have already been built into insurance prices. They’ll run quotes, give you guidance and manage the paperwork for you.

Business owners can figure out what they want and what they're comfortable spending and let a broker manage the rest.

 


Private Exchanges May Offer Shelter from Cadillac Tax

Originally posted April 03, 2014 by Allen Greenberg on https://www.benefitspro.com

COLORADO SPRINGS, Colo. – Avoiding, or at least putting off, the so-called Cadillac tax in the Patient Protection and Affordable Care Act is on a lot of employers’ minds.

Speaking Wednesday at the 2014 Benefits Selling Expo, William Stuart, a lead consultant at Wellesley, Mass.-based Harvard Pilgrim Health Care, suggested that one of the best ways to do so is by moving employees to one of the burgeoning number of private insurance exchanges.

That alone won’t do the trick, he said, but shifting to an exchange can help “reset the premium base” and “bend the cost curve” – the two things necessary if employers hope to postpone the pain of the excise tax.

The tax – meant to raise money to offset the government’s subsidies to lower-income individuals and families buying insurance under the PPACA – goes into effect in 2018. It is a 40-percent penalty on premium dollars above $10,200 for individuals and $27,500 for families.

This tax is probably not going to go away,” Stuart said. “It might. But we can’t base our strategy on what may or may not happen.”

The premium levels at which the tax is calculated, he said, will include medical premiums, health flexible spending arrangement elections, health reimbursement arrangements and employer contribution to HSAs. “In other words,” he said, “the law has taken some tools (for reducing or putting off the tax) off the table.”

But options do exist, he said, and the sooner employers act, the better, meaning the later the tax will impact them.

Stuart said brokers should consider encouraging their clients to establish wellness programs. The return on investment is often difficult to gauge on wellness, he noted, but a healthier workforce tends to mean fewer health problems, which helps bend the cost curve.

A narrower provider network can also help, he said, especially one that might exclude teaching hospitals where costs tend to be higher.

Stuart acknowledged people prefer all kinds of choices in which doctors they see or which hospital they might use. But that fades once they realize they can save up to 25 percent of their costs.

Health savings accounts, meanwhile, are another option for employers looking to reduce costs, because they encourage employees to be more careful with their health care dollars.

In the end, however, private exchanges may yield the most dramatic results, Stuart said.

Among their advantages: an array of health plans offering in some cases as much as a 40-percent spread in premium costs.

Once in an exchange, the employee mindset shifts to saving money, rather than simply buying without shopping. People, Stuart said, tend to buy down in an exchange once they realize they might have been over-insured. This, too, helps reset the base.

Aon Hewitt, the large employee benefits consultancy, which last year launched its Aon Hewitt Corporate Health Exchange, recently said the average cost increase for three fully insured large companies in its exchange was 5.1 percent.

By comparison, average cost increases for large U.S. employers are projected to be between 6 and 7 percent in 2014, according to Aon Hewitt’s annual cost trend data report.


Seven Steps to the Pay or Play Rule

Originally posted April 02, 2014 by Darla Dernovsek on https://www.the-alliance.org

Avoiding any missteps in Affordable Care Act (ACA) "Employer Responsibility" compliance relies on checking your health benefit practices against a list of seven crucial steps. Fortunately, employers who have started preparing for this provision of the ACA can already cross some of these steps off their "to-do" list.

Step One: Understand General Rules. The first step is learning the general rules for employers. Beginning Jan. 1, 2015, employers with 100 or more employees who fail to offer coverage to employees and their dependents will trigger a penalty. Employers with 50 to 99 employees have until Jan. 1, 2016; employers with less than 50 employees are exempt.

Step Two: Is the Employer a Large Employer? Knowing when and how to count employee "hours of service" is essential for full-time workers, seasonal workers, part-time workers and other employees. An employee who works 30 hours or more per week - the Internal Revenue Service (IRS) definition of full-time - must be offered benefits to avoid ACA fines. Barlament described the rules as "very pro-employee" in determining what qualifies as an hour of service, including how to count hours for employees who are on-call or do not work on an hourly basis.

Step Three: Will Employees Receive Subsidized Exchange Coverage? Employers can design health plans that avoid ACA "Pay or Play" penalties by meeting three requirements:

  1. They offer "minimum essential coverage" (see below) to full-time employees and dependents who would otherwise be eligible for subsidized coverage from an exchange.
  2. The employer's plan provides "minimum value."
  3. The employee's share of premiums is "affordable" for self-only coverage for the employer's lowest-cost, minimum value plan.

"If you don't remember anything else, remember this," Barlament said about step three.

Step Four: Did the Employer Offer Minimum Essential Coverage? Barlament called this an "easy test" because employers who offer major medical benefits should meet the standard. There are still additional rules that require attention, such as the IRS requirement that employees have the opportunity to enroll once a year.

Step Five: Does the Plan Provide Minimum Value? The IRS has predicted that 98 percent of all employer-sponsored plans would satisfy this test, which requires plans to cover 60 percent of the cost of all benefits. An online calculator is available. Employers should be prepared to prove they met the requirement year after year by laminating or notarizing a copy of their plan and then storing it safely.

Step Six: Is Plan Coverage Affordable? The employee's share of cost for "self-only" coverage for the lowest-cost, minimum value plan cannot be more than 9.5 percent of the employee's household income. Barlament noted that employers are typically unaware of employees' household income, so many employers will instead rely on three "safe harbors" built into the ACA. One option is to set up your plan based on the federal poverty line guidelines that were in effect six months prior to the start of the plan year. Under current guidelines, that would limit the employee share for self-only health benefits to $92 a month.

Step Seven: Determine "Full-Time" Status. "It's the worst step," Barlament said. Three options are available. For example, employers can measure status on a monthly basis, with employees who work 130 hours or more gaining full-time status. However, this method may only be viable for employees that are clearly well above or well below the 30-hour mark with no chance for movement. There's also an option to utilize a measurement period over a block of time and then lock in or lock out the employee's status for a comparable block of time. Finally, the two methods can be combined. The recommended approach varies depending on whether the employee is ongoing; new; new and full-time; new and works variable hours; new and works seasonal hours; or part-time. Barlament said the first step for employers is to put every employee into one of those categories.

 


10 characteristics of effective leaders

Originally posted on https://www.propertycasualty360.com

In any business, effective leadership is critical for an agency’s success. As the insurance market evolves, insurance leaders need to be visionary and adaptable. The prevalence of small businesses in the industry, however, requires a different approach to the traditional leadership model.

Although there are exceptions to the rule, as some agencies have sophisticated business models, many small agencies lack structure.

“Ours is a small business industry, which typically signifies a business with little structure,” said Tom Barrett, president of the Midwest and Southeast regions of SIAA, Inc. “These agencies do not have detailed marketing and business plans, do not follow sales processes, have not created business budgets and take orders rather than selling products. Most have an inventory of nine coverage lines to sell, yet they only offer three. These agencies provide what the customer asked for rather than selling additional value.”

With the shifting market, however, strong leadership is critical for navigating the changes within the industry. No matter what size the business may be, an effective leader can guide the agency toward success, profitability, and higher employee morale.

“Rates are increasing, carrier and agency appointment qualifications are tightening and carriers are requiring minimum performance standards. You will see a real need to have someone leading your organization,” Barrett said.

1.    Leadership requires effort. Being in a leadership role does not necessarily make someone a leader. Leadership is earned. Where management may control and direct people, leadership requires motivation and coaching. Leaders must have a clear understanding of the goals for the future of the agency, but also knowing how the agency can achieve them.  They also must develop plans and budgets that follow a relatable sales process, creating a road map for their agency for guidance. At the same time, however, the leadership role is not autonomous. Good leaders need to seek the skills, knowledge, effort and resources needed to accomplish the agency’s goals.

2.    Leadership requires followers. Leadership cannot be an assumed role; rather, it is earned through proper selection of key positions in the agency. While criteria exist for determining competent CSRs, these criteria do not necessarily match the traits and characteristics of top producers in the industry. Strong leaders need to know how to choose the best personnel for their agency, orchestrating the mission and the process. If there is a level of mutual respect between employees and the leadership, they will trust the leader’s decisions. The opposite, however, is also true.

3.    Leadership is being a maestro. Understanding how employees’ unique traits contribute to the work environment and job description are important for leaders to coach and motivate their employees. Employees need to fit within the framework of cooperation between leadership and team members. As a maestro, the leader needs to learn and understand individual employees’ unique skills and work habits to encourage productivity, effectively manage conflicts and foster growth and improvement among employees.

4.    Leadership demands accountability. Leaders must create benchmarks for employee performance, instilling employees with satisfaction and company loyalty. At the same time, setting annual goals and objectives help employees constantly provide feedback, which creates an environment of accountability for all agency employees and develops a strong, collaborative environment.

5.    Leadership creates culture. Leaders focus on total enterprise value. Strong leaders must strive to create an environment where all employees strive to leave the customer or prospect in a better place than where they were found. Establishing a positive customer experience, in turn, leads to a unique and memorable contact with the agency. Agencies benefit from the subsequent loyalty, long-term relationships with customers, cross-sales opportunities, referrals and increased income and equity for the agency.

6.    Leadership requires honesty and humility. Openly displaying honesty and integrity when communicating with any member of the team is always important, but especially in leadership roles when your employees — and even friends, neighbors, and community members  are watching you. Leaders must always be open and honest with their team members on all occasions.

7.    Leadership means you. Employees, family, friends and the community continually watch you, making it imperative for leaders to develop strong standards that touch every facet of his or her life. The direction, culture, reputation, work ethic and professionalism of the agency begin with the leader’s behavior, and the accomplishments of the business begin with a leader’s personal actions, whether they are at the office or at home. Leaders understand that their actions drive the reputation of their company.

8.    Leadership requires conditioning and endurance. Being in a leadership role should not be a burden. It is a privilege. Although being a leader comes with an incredible amount of responsibilities, effective leaders understand that they set the pace for the rest of the agency. In order to expect strong earnings, productivity, long work hours and company loyalty, strong leaders lead by example. Being mindful of the work ethic that you promote to your team, as they often mirror the acts of the leader, can impact the way that they treat clients and prospects, but also other team members.

9.    Leadership is power. Leadership is more than sheer force. It is influential, and leaders must persuade people to act toward their goals.

10. Leadership is the most reliable predictor. Hay Group reports that there are 75 key components to employee satisfaction, and the most important is communicating three areas to the team: understanding the overall business strategy, helping employees understand how they can contribute and sharing information about progress. For the success of the company and team satisfaction, trust and confidence in leadership is key.

 


Millennials want healthier workplaces--10 things companies can do to develop a workplace wellness program

Originally posted March 19, 2014 on https://hr.blr.com

A lot has been written about the impact of Millennials—those born between 1980 and 1995—on America’s workforce. Companies seeking to engage them often focus on their tech savvy, their teamwork bias, and their desire for work/life balance.

A new Aon Hewitt study reveals another way to create a Millennial-friendly culture—help them manage their health. Dr. Carmella Sebastian, also known as “Dr. Carm” and “The Wellness Whisperer,” says smart companies will heed this advice in light of the coming workplace demographic shift.

“Millennials are very comfortable with the idea of employers being involved in their health,” says Dr. Carm, a WELCOA (Wellness Council of America)-certified expert in workplace wellness. At Florida Blue, Dr. Carm oversees the National Committee for Quality Assurance-accredited wellness program “Better You from Blue” and manages over 100 client consultations per year.

She maintains “as Boomers retire and Millennials surge in the door, the demand to integrate wellness into the workplace will continue to grow. Best to get on top of this now.”

Workplace wellness may be defined as any workplace health promotion activity or organizational policy designed to support healthy behavior in the workplace and to improve health outcomes. Participating companies might offer health education and coaching, medical screenings, weight management programs, on-site fitness programs, smoking cessation counseling, etc. They might also allow flex time for exercise, offer healthy options in vending machines, provide incentives for participation, and more.

“Harder to quantify, but just as impactful, is the fact that your investment in your employees’ well-being will jump-start their morale, loyalty, and engagement—all of which is good news for their productivity and your bottom line,” adds Dr. Carm. “And since the Millennials who are driving the wellness movement will be in the workforce for quite some time, think of proactively engaging with them as a smart long-term investment.”

Dr. Carm shares 10 components to include as your company develops its own company’s workplace wellness program:

1. Designate a wellness champion. As human beings, we learn by watching others and patterning our behavior after theirs. That’s why Dr. Carm recommends designating a “wellness champion,” someone visible and well known throughout the organization that is willing to be in the vanguard of implementing new wellness initiatives. Be sure to choose a person who has the authority to make decisions for the program and who can obtain the necessary funding to turn ideas into reality.

“In most cases this will be your CEO or chief medical officer, but not always,” Dr. Carm says. “I once had a CEO who hated to exercise and loved desserts. If your CEO is not game for becoming a wellness champion, have them appoint someone who is. (In this case, that was me!) It’s hard to tell 6,000 people, ‘Do what I say and not what I do.’ Remember, people will be watching their wellness champion. I had someone come up to me in line while I was buying a bagel to ask me why I was eating carbs!”

2. Form a wellness committee. Your wellness champion can’t be everywhere all the time, so find others who share the same vision and who are also willing to carry the wellness torch forward. Make sure to include all age ranges—Millennials included—in this group. Organize them into a committee with a charter and a budget. They will be empowered, and their excitement will be infectious.

“Don’t choose a group solely composed of ‘health nuts’ who are running marathons,” advises Dr. Carm. “Be sure to also pick some people who have struggled with their wellness behaviors. They will be easier for most people to relate to. For example, when my company went smoke-free, we had a committee made up of current smokers, prior smokers, and those who had never smoked. When we convinced the current smokers that we were on the right path, the news spread through the organization, and implementation of the program was that much easier.”

3. Know your population. If you’ve seen one company, you’ve … seen one company. The fact is healthcare and its associated costs differ dramatically from industry to industry and from organization to organization. (Think about how truck drivers differ from teachers, or how short order cooks differ from lawyers.) Before you get the wellness ball rolling, you need to know what you’re up against. Are your employees mostly sedentary? Are there a lot of smokers? Does your company provide a gym where the majority of employees exercise on a daily basis? All of these things will affect your healthcare costs.

“One key aspect of knowing your population is reviewing your claims with your health insurer on a quarterly basis,” comments Dr. Carm. “You also need to find out the reasons for absences (often, your worker’s comp provider can give you this information) and how many employees are accessing behavioral health providers (check with your employee assistance program vendor). But that’s not enough. By the time claims are filed and employees are absent, the proverbial horse is out of the barn.

“That’s why it’s especially important to assess the current status of your employees’ health,” she continues. “How do you find that out? Use the health risk assessments provided by your insurance provider and consider holding a health fair where you can have biometrics done (blood pressure, cholesterol level, height and weight, etc.). This will give you real-time information about your population and will reveal what your wellness program should focus on. Since Millennials place a high value on quantifiable health data, you’ll probably have an especially enthusiastic response from them.”

4. Assess your company’s culture. Dr. Carm suggests doing a cultural assessment (also called an environmental assessment) before you begin any wellness program. This will tell you what your employees really think about how health-friendly your organization is (which is often very different from what you think they think). The assessment should answer questions such as: Are the stairs available and easily accessed for use? Is every celebration accompanied by a cake or a veggie tray? What kinds of snacks are in the vending machine?

“As part of the cultural assessment, find out what health topics and initiatives interest your employees,” Dr. Carm recommends. “Putting together a great outdoor walking program won’t really be successful if you live in a place where the average temperature is 10 degrees and your employees would rather be bowling. Ask what your employees would like to do and how interested they are in improving their health. Make the survey anonymous, and you’ll get their honest answers.”

5. Go for the low-hanging fruit. As you begin to look at the data, a picture of your company’s wellness challenges will start to form. Your biggest problems will stand out. For instance, maybe 25 percent of your employees smoke, or there’s a high rate of obesity in your workforce. These numbers might actually be the easiest to move, so focus on the issues they represent first.

“At one company I worked with, smoking numbers were very high, and the rate of bronchitis and lung cancers were also higher than average,” recounts Dr. Carm. “So the wellness committee decided to grasp this low-hanging fruit and go smoke-free. In other words, no more smoking in front of the building or on any company property. This was a good strategy because studies have shown that going smoke-free can decrease smoking rates in a company by 6 percent. People who are smoking socially or for stress relief won’t put up with the hassle of having to walk off the property or giving up their lunch hour to find a suitable place to light up. We had 10 people quit smoking in the first month!

“When you are starting a workplace wellness program, you really want a successful first year,” she adds. “You need a win to let employees know that this program is not just a ‘flavor of the month,’ but is something that your organization believes in and will invest in.”

6. Don’t be afraid to ask for freebies. Paying for a wellness program can be costly, but not if you know where to go for discounted services and freebies. First, make sure that you are getting all the help you possibly can from your health insurance carrier. It is in their best interest to keep your employees healthy and you happy, and that means low claim costs. At the very least, your insurer should be able to provide a health risk assessment, and beyond that, most will cover the cost of having a health fair with biometrics. The labs can run through the medical claims so that should not be an extra charge.

“If your insurer isn’t willing to help with a health fair, or if you are a small employer, health risk assessments are available free of charge online—and you can collate the information yourself,” points out Dr. Carm. “Another great source is Welcoa.org. The Wellness Council of America provides all kinds of free stuff for the asking.” She also recommends looking for help in the following areas:

◦                     Ask local healthcare providers to perform biometrics. Doctors who are new to the area can get established by spending a couple hours of doing blood pressure checks, and health fairs are a great way for hospitals and group practices to market themselves

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  • Weight Watchers® will come to your office and do a program at lunchtime as long as you have 15 people to participate.
  • The American Lung Association can provide assistance with a smoking cessation program. And as a result of a smoking litigation settlement that occurred several years ago, various states have great—and free! — online resources for smoking.
  • The American Diabetes Association may be able to assist with a diabetes education program or free screening.

 

“The bottom line is, don’t be afraid to ask,” says Dr. Carm. “The worst a person or organization can say is no!”7. Give your facilities a health makeover. For instance, if you have stairs, make sure they are safe and brightly lighted. Place signs by the elevators encouraging your employees to use the stairs rather than the elevators. If you provide food on-site, ask the cafeteria to load up on fruits and vegetables and avoid heavily processed foods.

“The same goes for the vending machines—ask the vendor to pack them full of pretzels and nuts rather than cookies and chips,” Dr. Carm notes. “And regarding food in general, remember that if you make the healthy items cheaper, they will be purchased.

“If your company is situated on a large enough plot of land, think about starting a walking program,” she suggests. “I often see companies’ outdoor spaces going unused, which is a shame! Pedometers are really cheap, and people love to get out and walk. Some companies have even instituted walking meetings, which I think is great. Walking is a terrific form of exercise, and all you need is a good pair of sneakers. Just be careful about walking off-site for liability purposes.”

8. Be sure to incentivize. It’s important to start your workplace wellness program gently and to reward employees for participating. You want people to understand that this is not a heavy-handed company and that your first priority is their health. So to begin with, Dr. Carm simply recommends making participation in the program your goal. Be sure to communicate that personal information will be kept in the strictest confidence no matter the size of your company. As employees get used to the program, which can take a couple of years, you can move to outcomes as a barometer of success. And in the meantime, incentivize early and often! Remember, Millennials cite tangible benefits as a big motivator.

“The good news is, incentives don’t have to break the bank,” she assures. “You can get employees to participate in a walking program for as little as the cost of a pedometer and a water bottle. A t-shirt can also be a great motivator. And nothing beats a plum parking space for a month to get someone thinking about good health habits!

“As your program advances, you will want to tie the incentives you offer into the benefit plan,” Dr. Carm continues. “One way is to offer a higher cost share by the company for certain outcomes. Another is to require employees to complete a health risk assessment in order to get healthcare coverage. Some companies even mandate participation in a disease management program in return for health benefits. You will want to consider mandates only as your program advances into years three through five, though.”

9. Celebrate your successes. As your workplace wellness program advances, transparency is important. Your employees need to know about setbacks and challenges, certainly…and they definitely need to celebrate successes! Whenever your organization focuses on and eventually reaches a goal, make a big deal about the achievement in order to maintain and increase morale.

“Take every opportunity to share participation numbers, statistics on progress, or best of all, human interest stories,” advises Dr. Carm.

“When a company I worked for went smoke-free, we let everyone in the organization know when someone successfully quit smoking (with the individual’s agreement, of course). We also held a celebration for the ‘quitters,’ during which each person told his or her story. This helped not only the smoking cessation program, but the wellness strategy overall, because everyone could see and enjoy the program’s tangible real-world benefits.

“Remember, everyone enjoys celebrations and rewards,” she adds. “Even your most health-resistant employees will put forth a little more effort when they know there’s something in it for them!”

10. Evaluate your outcomes and PLAN, PLAN, PLAN. When organizations start workplace wellness programs, a common complaint from employees is that the programs are only another “flavor of the month,” and that they will be short-lived. That being the case, you need to show that good health is part of the fabric of your organization—not a passing fad. Nothing does this more effectively than scheduling a yearly review of your program’s results and proactively planning for the coming year.

“These two activities are critical when incentives become part of the benefits plan as this is communicated to employees during open enrollment,” she adds. “Regardless, your wellness committee should formally review the outcome of the previous program year, as well as compile goals and suggest a budget for the next year. And, of course, their conclusions and recommendations should be communicated to all employees as a continuous quality process.”

"Over time, these programs create a “culture of wellness” that’s good not only for your company and employees, but for the entire community, asserts Dr. Carm.

“With the Affordable Care Act (ACA) aiming a spotlight on preventative care, it’s time for the business world to increase its role in helping people change their lifestyles,” she says. “In fact, the legislation includes a $9 million national initiative designed to establish and evaluate workplace wellness programs. As you focus on your own organizational health initiatives, know that Millennials are the perfect partners to help develop and roll them out. Young, health-conscious employees can be your staunchest allies and wellness ambassadors for years to come.”