Top 4 HR trends to watch this year

HR departments are now looking to implement innovative strategies to better engage employees and maximize productivity. Continue reading this blog post for the top HR trends of 2019.


HR professionals can no longer rest on their laurels. They are now looking to implement innovative strategies to better engage employees, improve the company’s brand both internally and externally, maximize productivity and increase the organization’s profitability.

So how can HR professionals go about making this happen? The success of HR will largely be based on staying nimble, evolving their organization’s policies and leveraging technological advances to ultimately reshape their workplace practices.

With that in mind, here are the top HR trends that will take center stage in 2019.

The gig economy and the importance of flexibility. The gig economy, which is comprised of individuals with short-term or temporary engagements with a company, is substantially important to employers. Here, workers are seeking increased flexibility and control over their work environments. Since many questions remain unanswered regarding worker classification issues and the application of existing laws in the gig economy, look for the Department of Labor to issue an opinion letter or guidance in 2019 detailing how a company may compliantly work within the gig economy and not run afoul of existing independent contractors.

Flexibility also is important for all employees — not just for the gig economy. While telecommuting and remote positions are not new, they are being emphasized again to better engage employees and increase retention metrics.

The tech effect on future of HR. The strategic and consistent use of workforce data analytics to predict and improve a company’s performance has exploded over the last several years, with additional momentum expected in 2019. While most HR professionals rely on metrics for basic recruiting and turnover rates, more in-depth analytics and trend spotting has become the norm.

Once trends are identified in, for example, turnover rates, an HR professional should have the tools to dive into the data and analyze root causes, such as the need for manager training, review of compensation strategies or a change in the company’s culture. Using predictive analytics in the HR space is helping companies make better informed, dynamic and wiser decisions based on historical data, as well as placing HR on the level of other data-driven company departments, such as finance and marketing.

The collection of this enormous amount of data also poses challenges and potential risks to companies, including negative perceptions among employees about how their data is being used, employee privacy laws and potential security breaches. Strong and comprehensive security policies, protocols and controls are necessary to ensure employers are keeping their employees’ data safe. In 2019, a steady flow of communications to employees regarding advanced security and usage policies is key to prevent data misuse or misunderstanding regarding how information is collected and used.

Artificial intelligence also will continue to be a significant focus driving improvement in the HR arena. Determining which data to collect, analyze and protect will provide opportunities for AI to assume a larger role in HR. Also, in some large organizations, AI already is being used for more than just automating repetitive HR tasks, such as onboarding new employees. The future of AI for most companies will include creating more personalized employee experiences as well as supporting critical decisions. From analyzing performance data to eliminating biases when screening candidates, AI will continue to be a pivotal HR tool.

Strategies for successful recruitment. Running an effective talent pipeline should be the objective of all hiring endeavors. Pipelining is consistently gaining traction as a recruitment tool for new employees. The concept employs marketing concepts to ensure that companies have a diverse group of strong recruits waiting to be hired. Pipelining reduces time to hire and leads to better quality candidates.

Health, wellness and adequate employee training. Another area of importance is multi-faceted wellness programs, which focus on an employee’s total well-being, from nutrition to financial wellness. These programs often include a comprehensive employee assistance program, training and activities during worktime. The training can focus on anything from physical health to development of employees’ knowledge base and technology-focused education. A greater emphasis also is being placed on workplace communication coaching, such as collaboration and negotiation, which are critical to success in the workplace.

Continued training and heightened prevention of sexual harassment and discrimination will be another trend this year. Organizations big and small must ensure that compliant policies are in place and employees are trained on the policies. Several states including California, New York, Connecticut and Maine already mandate that private employers must provide harassment training to workers, and the number of states requiring this training is expected to increase in the coming years.

SOURCE: Seltzer, M. (29 January 2019) "Top 4 HR trends to watch this year" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/top-4-hr-trends-to-watch-this-year?feed=00000152-a2fb-d118-ab57-b3ff6e310000


It’s a job applicant’s market: What it means for employee benefits

How do you attract top talent in today’s hiring landscape? Stock options and paid holidays may no longer be enough to attract top talent in today's competitive hiring landscape. Continue reading to learn more.


When it comes to employee benefits, stock options and paid holidays may no longer be enough to attract top talent — especially in today’s competitive hiring landscape.

With job openings on the rise, it has become more difficult for companies to compete for the most talented, highly sought-after candidates. The strong labor market also means more Americans are willing to quit their current job in favor of something better — in fact, this past year, employees voluntarily left jobs at the highest rate since 2001.

Comprehensive employee benefits packages have never been more important for employers looking to hire the best and brightest. Studies have shown as many as 60% of people cite benefits as a major deciding factor when considering whether to accept a job offer. The question is: What kinds of benefits are employees looking for most?

Of course, there are some benefits that have become commonplace among employers, including health and dental insurance, retirement plans and paid time off. However, these incentives may just be table stakes in the hiring game these days — for example, nearly half of privately owned firms in the United States offer health insurance, and 79% of Americans work for an employer sponsoring a 401(k)-style retirement plan.

Although many employees have come to expect benefits like health insurance and retirement plans, employers don’t need to go above and beyond as many larger companies, like Google, do — offering free meals and on-site haircuts. Flashy perks may seem appealing on the surface, but in reality, employees are seeking benefits that support them through — and help alleviate the stress that can come with — life’s major moments.

This kind of support can come in a number of forms. For example, many companies have seen their employees push for more comprehensive parental leave benefits, giving new parents time they need to refresh and bond with their child. While many countries around the world offer more than a year of paid parental leave, the U.S. doesn’t guarantee paid time off for new parents, and the national average for parents taking time off after having a child is only 10 weeks.

Employees may want to feel empowered to further their education or professional development, helping to bolster their confidence in their career. Starbucks is a proponent of this. To help employees take their education to the next level, the company offers full tuition reimbursement for online degrees through Arizona State University.

These benefits are great, but don’t cover all aspects of life where employees need support. For example, if an employee finds themselves in a situation where they need to care for an elderly parent, family leave may not be enough — especially as they find themselves navigating complicated Medicare/Medicaid documents and nursing home or hospice payments. Particularly in situations that pack on a lot of additional stress, companies can provide comprehensive financial wellness plans as a way to give their workforce peace of mind.

Financial wellness plans are an emerging area of employee benefits and provide assistance with everything from estate planning, to advice from certified personal accountants, to identity theft protection. There’s a clear demand for these services, too. PWC’s 2018 financial wellness survey found that over 50% of employees are stressed about their finances and want help.

Financial wellness plans don’t just offer practical benefits, but emotional benefits as well. Most people don’t realize how many instances in life, big or small, require some form of financial guidance, and without any professional support, these matters can be intensely stressful. Whether an employee is creating a prenuptial agreement, taking out a mortgage when buying their first house, or trying to navigate student loans when sending their child to college, knowing their company provides support and counsel for these situations alleviates the associated pressure. Employees want to know their employers can help them tackle anything life throws at them.

Ultimately, employees have come to expect benefits and perks providing coverage for all stages of life — whether they’re planning to have a child, want to take time to get their degree or are beginning to think about estate planning on top of traditional retirement planning. To attract and retain the best talent in 2019, employers should think first and foremost about how they can support their workforce in achieving financial wellness.

SOURCE: Freedman, D. (22 January 2019) "It’s a job applicant’s market: What it means for employee benefits" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/its-a-job-applicants-market-what-it-means-for-employee-benefits


5 ways benefits educators can ease the open enrollment process

Are you prepared for open enrollment? HR professionals are responsible for effectively communicating plan options and changes to employees so they make informed decisions regarding their coverage and healthcare. Continue reading to learn more.


Open enrollment season is on its way, which means that HR’s already full plate just got a bit fuller. In addition to developing competitive health plans that attract and retain top talent – talent of all ages and with varying needs – HR pros are also responsible for effectively communicating plan options to employees to ensure that individuals make informed, cost-conscious decisions about their coverage and care.

See also: Here’s how HR pros can breeze through open enrollment

As the healthcare landscape becomes more complex, so do employee questions around their health care benefits. Many healthcare consumers today don’t feel comfortable navigating the health care system – which is why most roll over the same plan year after year. While HR teams want to manage the influx of employee questions around their benefits options, they struggle to provide the necessary guidance given their current bandwidth. Covering health plans in a large townhall meeting won’t provide the personalized information that employees need to make educated decisions. To deliver a more personal, empowering experience, organizations can look to benefits educators to supplement strapped HR teams.

Benefits educators can help individuals better understand the plan options available to them and select the package that offers the coverage they need at the price that best fits their budget. To ensure that benefits educators are aligned with the organization’s strategy, HR teams should arrange for educators well in advance of open enrollment so they are equipped to best explain the employer’s benefits plan options. Once up to speed, benefits educators can hold one-on-one conversations with employees to:

1. Define healthcare terms that employees don’t understand. With low healthcare literacy rampant across the U.S., disturbingly few employees are comfortable defining basic health terms such as “deductible,” “copay” or “coinsurance.” benefits educators cannot only explain these important terms but also help employees understand their significance in their coverage selection process.

2. Compare different plans to suit each employee’s needs. Benefits educators will work to understand the specific needs of each employee they meet. By taking the time to sit and get to know each employee, the benefits educator can recommend options that provide the coverage that best meets the needs of the employee and his or her family.

See also: Avoid these 12 Common Open Enrollment Mistakes

Third-party, independent benefits educators can be particularly valuable for employees who do not feel comfortable posing personal questions to their coworkers. By meeting one-on-one with an outsider who understands both benefits in general and company options in particular, employees are often more inclined to raise specific health or personal details that should guide their benefits selection. In fact, 45 percent of employees say they would prefer to speak to a benefits expert when choosing their coverage.

3. Equip employees with the information they need to choose their coverage. Left to their own devices, 83 percent of employees spend less than an hour reviewing their plan options before open enrollment – a lack of preparation that does not bode well for educated benefits selection. benefits educators can focus on the details that matter – saving the employee time and effort.

4. Explain voluntary benefits. Despite the increasing popularity of voluntary benefits, many employees are still confused about what they are, how they work and why they might be helpful. In reality, certain voluntary benefits can help control health costs and bridge the gap between medical coverage and out-of-pocket costs – added expenses that concern 61 percent of employees. In today’s multigenerational workforce – where employees have very different priorities when it comes to their health and financial wellness – benefits educators can dispel some of the mystery and suggest options that might meet individual needs.

5. Empower employees to make the most of their benefits year-round. Benefits educators can lay the groundwork for more educated health care consumers by directing employees to resources where they can find more information about their coverage and how their plans work after the open enrollment ends.

See also: 5 tips to make this the best open enrollment ever

More informed employees not only make smarter choices about their coverage and care but also better appreciate their employers – which has the potential to help with retention and business productivity. Ultimately, organizations see a win-win-win: happier employees who save on care, happier HR teams who save on time and happier executives, who see a significant return on their health care investments.

SOURCE: Murdock, G (21 September 2018) "5 ways benefits educators can ease the open enrollment process" (Web Blog Post). Retrieved from https://www.benefitspro.com/2018/09/21/5-ways-benefits-educators-can-ease-the-open-enroll/


Top-Bottom Buy-In Can Bolster Benefit Communications

Benefits can play a crucial role in fueling employee engagement, which can in turn lead to better productivity and talent retention.

Unfortunately, even the best benefit communications strategy can miss the mark if it happens infrequently and leaves out management, experts say.

Nowhere is the engagement challenge more evident than in health care benefits, where rising costs have driven many employers to focus their engagement efforts toward wellness and health consumerism, Erin M. O'Connor of Cammack LaRhette Consulting told Human Resource Executive Online.

"People tend to listen to their boss, not necessarily to HR," O'Connor said. "So to get those gains in productivity and reductions in benefits spend, you've got to have engaged managers and business leaders promoting health and well-being."

O'Connor suggests that employers can motivate management to help spread the word about wellness and other benefits by demonstrating how productivity loss and absenteeism -- byproducts of poor health -- can impact individual departments within the company.

While this "trickle-down" method of engagement may take some time, the ultimate result of a more engaged workforce can be a boon for employers, new research suggests.

Employees who are satisfied with their employer-sponsored benefits package are nine times more likely to stick with their current employer, according to a new study by Aflac, reported in Employee Benefit News. In fact, workers ranked benefits above compensation in importance, with 75 percent responding that they'd be at least somewhat likely to take a job with lower pay as long as the benefits were good.

To keep managers and workers aware of robust benefits, employers should focus on constant and consistent communications, according to Jennifer Benz, a benefit communications consultant. Benz notes in a recent CCH online report that social media tools can strengthen an engagement campaign without a major drain on HR's time or budget.

"Reminding employees about benefits once a year is not enough to get them actively engaged in decisions about their health and financial well-being," Benz said. "The key . . . is feeding them bite-sized chunks of information year-round."

Benz said blogs (including micoblogs such as Twitter), podcasts/videos, social networks such as Facebook and web-based forums can provide a way to inform and remind employees about the value of their benefits.

 


6 Tips to Engage Gen Y Employees

By Dr. Ronald Leopold
Source: https://eba.benefitnews.com

Benefits are typically structured to reward and motivate employees who stay at the company for the long haul. For example, retirement rewards and paid time off usually get sweeter as time goes on.  Dangling a long-term benefits carrot makes sense for driving retention right? — Perhaps not when it comes to Gen Y workers.  As companies focus on attracting and keeping a pipeline of Gen Y employees, I maintain that, when it comes to benefits, it is time for a mind-shift from long-term to a short-term value and appeal.

The annual MetLife Employer and Employees benefits survey tells us that Gen Y employees really, truly value their benefits.  This is the generation hardest hit by the recession — experiencing underemployed and unemployed and in debt forever with student loans.  Sixty-six percent of these younger workers say that, because of economic conditions, they are counting on more help from employers through employee benefits.  In addition, they are more satisfied with their benefits than any of their generational co-workers (52% compared with 36% of older boomers.)

For ten years, the MetLife study has shown a strong correlation between employee loyalty and being satisfied with benefits.  However, here’s the kicker.  Despite being super-satisfied with benefits, the study shows that more than half of Gen Y intends to be the first out the door looking for a new job!

This contradiction does not mean that Gen Y workers are a self-centered, disloyal bunch. In fact, they take their careers and their financial futures very seriously. Rather than being grasshoppers in the job market, they are serial resume builders.   To them loyalty is demonstrated by high performance not by how long you stick around.  This is a challenge for employers who are conditioned to investing in employers when they join the company, in hopes of payback measured in decades.

I suggest that employers accept the inevitable and ask themselves what they can do to create a benefits program that delivers what Gen Y workers need and want today and not in some rosy future.

Here are some examples to consider:

1. Flexibility matters. Gen Y values generous time off policies and freedom to work when and where they like.  Work-life balance is more important to Gen Y than any other generation – 50% say it makes them feel loyal to their employer.  This is a powerful retention carrot. If you offer it, they will take it – but will not take advantage.  Don’t send mixed signals about use of this benefit.

2. Gen Y prefers choice and customization when it comes to benefits.  With inelastic benefits budgets the solution for this preference is voluntary benefits.  This generation is used to reaching into their wallet for their benefits, so give them the choices they crave with employee-paid insurance products – from car insurance to pet insurance.

3. Gen Y is serious about their finances and concerned about risk.  Provide liberal life and disability coverages from day one. Offer supplemental buy-ups to ensure adequate coverages.

Financial education in the workplace is highly valued at all levels — from basic financial literacy to sophisticated investment advice.  Turn to carriers to deliver low-cost/no cost programs.

4. Health coverage is a big concern.  Sixty-eight percent of Gen Y survey respondents are concerned about paying health care premiums and out of pocket costs. Help them meet these costs with affordable supplementary health products such as dental and vision coverages. These are popular benefits that you don’t have to be sick to use.

5. Advancement opportunities drive loyalty — more than their employers realize. The MetLife Study shows that 66% of Gen Y cite this as an important loyalty driver, yet only 42% of employers are on board. Don’t make employees have to move out in order to move ahead.

6. Text and Tweet to build engagement – communicate in preferred ways to build a benefits bridge to Gen Y.

Benefits are a powerful draw for attracting Gen Y to a company – 56% of Gen Y report that benefits were an important reason why they chose their current employer. They may not collect a gold watch from you, but you can motivate them to stay as long as possible by providing benefits that clearly help them solve immediate problems and needs.

 


Read why flexible benefits don’t always have to be online

By Steve Hemsley

Whether it is reading books on a Kindle or buying groceries online, the technology industry has long proclaimed we are heading for a paperless society.

When it comes to communicating and then administering something as important as flexible benefits, HR directors can find it hard to resist the temptation to switch to an online solution.

From a time-saving point of view, changing to a web-based system should make perfect sense, because one of the reasons for dumping paper is to shift some of the back office admin work onto the employee. And why wouldn't someone want to spend some of their free time looking at an online benefits portal? After all, 85% of employees rate benefits as 'important' or 'very important', according to the CIPD.

Yet any benefits program is only successful if it engages staff by making it clear what is being given, why, how benefits will work and when new ones will be introduced.

Charles Cotton, adviser for performance and reward at the CIPD, says at first glance technology may appear to make schemes easier to administer and communicate - and in some cases cheaper. But, he argues, HRDs must think carefully before committing to what could be a hefty, long-term investment.

"Ultimately, an employer must consider how having flexible benefits supports what it is trying to achieve and what it needs from its employees," says Cotton. "If the benefits scheme is relatively simple, then paper is perfectly fine and the HR team will not gain anything from switching to online. In fact, data can go missing or be incorrectly inputted and the HRD must decide if he or she is happy for the information sent electronically to be accessed by a third party." Even when paper folders are consigned to history, there still remains an administrative burden. The HR team must study and respond to the data reports being generated, for example.

Traditionally, HR has worked closely with the payroll and the internal communications teams to communicate flexible benefits.

A switch to online can complicate the working relationship, because the IT department and a third party technology provider become involved.

HRDs can also underestimate how long it will take to implement a technology solution (up to six months) and the ongoing costs involved during the length of a web-based contract (often three years or more).

Claire St Louis, HRD at digital marketing agency Essence, whose clients include Google and eBay, agrees with the CIPD and urges HRDs not to rush into technology for technology's sake.

She says technology can be a barrier to some staff understanding and engaging with the benefits on offer, especially in companies where employees do not work in front of computers, are on the road, on the shop floor or in various manual roles.

"Many companies wrap themselves up in HR processes, ultimately forgetting the reason why they are doing them," says St Louis. "Benefits are there to retain, motivate, attract and maintain competiveness and, in many cases, people-based internal communications and paper administration is still the right way to go."

Kuljit Kaur, head of business development at the Voucher Shop, says organizations must certainly not ignore the importance of internal communications and the power of having HR staff and specialists available to explain how and why particular benefits exist.

"People are naturally cynical and think there must be a catch when it comes to benefits. A more 'people-based' approach allows you to communicate why this is not the case," says Kaur. "Using real people as advocates of particular benefits to talk to other staff face-to-face works better than just sending an email telling people to log on to a website to view benefits. Technology assumes people will make the effort to find out more."

Even Matt Waller, CEO at online provider Benefex, accepts that for some organizations a paper system can be cheaper, remove reliance on involving third parties and enable more control internally. But, he points out that an online option allows data to be centralized and makes it easier to communicate benefits to large numbers of employees.

"For businesses that want a flexible benefit or total reward scheme to reach as many people as possible in the most time- and cost-efficient way, technology has to be the way forward," he says. "Benefit selection errors can be corrected more quickly and paper document hell is avoided when informing payroll and benefit providers."

Matt Duffy, head of online benefits at Lorica Consulting, backs him up, although he agrees that technology is not right for every organization. "Online is a simpler solution for an increasing number of companies, although when setting up a flex scheme there is less of a build phase with paper," he says. "However, what actually takes the time is devising the rules and working out who is eligible and what the rules are. Companies still have to do this, even with a paper system."

In reality, this is not a black and white issue between paper and internal communications or online. Most organizations now adopt a multi-channel approach, supporting an online system with various forms of offline communication.

Even at technology giant Telefónica O2, paper has not been abandoned completely. It supports its tailored online benefits system with leaflets posted to an employee's home address. There are also benefits roadshows.

Telefónica rewards manager Kirsty Read says offline communication uses simple messaging to draw people into the website, where they can discover more detailed information on complex areas such as salary sacrifice and tax.

"We have actually re-introduced the paper leaflet after a five years' absence," says Read. "Staff told us they wanted a range of different communications relating to benefits. If they receive a leaflet at home, they can start to think about their benefits and discuss them with their family."

A multi-channel approach is supported by Thomsons Online Benefits' MD, Chris Bruce. "This is about ensuring that even with an online solution, staff can still talk to real people at workshops and clinics and read paper benefit guides alongside the online content," he says.

While it can make sense for larger employers to move online, many SMEs are concerned about the cost of the technology and perceive it as complex."

Julia Turney, head of benefits management at Jelf Group, says a flexible benefits system can certainly work without technology, particularly in small companies that have simple salary exchange benefits without complicated calculations.

"The administration side of things tends to be the deciding factor for companies moving to an online system, but technology alone will not engage staff with benefits, even if it makes the HR department's job easier," says Turney.

Benefits consultancy Mercer has teamed up with software firm Sage Employee Benefits to develop packages for organizations with fewer than 100 staff. SMEs are offered an online portal, but employers still have access to Mercer's specialist advisers.

"Technology is not always the answer," says Matthew Forrest, head of services at Sage UK. "Many SMEs want to offer benefits and can do so with paper-based and telephone support. This product allows owners of small businesses to manage a flexible benefits package at an affordable price, shaped to their needs."

The technology providers' message that online is best does seem to be winning over SMEs, with an increasing number ditching their paper systems. This trend is likely to accelerate as benefits packages become more complex and employers prepare for the phased introduction of auto-enrolment pensions this year.

Law firm D Young has 180 staff in London and Southampton and switched from paper to a predominantly online system in June 2011, with the help of Thomsons Online Benefits. An employee survey in December revealed staff are more aware of the benefits available to them now than they were under the paper system.

"In the first year, we used paper-based marketing to communicate the online benefits system, but in year two we will do this online with an e-brochure," says D Young HR manager, Jennifer Mead.

One company in the process of switching to online is Sumitomo Electric Wiring Systems, based in Staffordshire. Its HR manager, Liz Brown, says the move from paper will take place on 1 April.

"We are introducing flex benefits and felt online was a more efficient and flexible option, as we wanted something people at our different UK sites could access easily," she says. "Until now, a paper system has been adequate for the salary sacrifice and other benefits we offered our 230 staff, because there was not much data to deal with."

The technology companies will vigorously fight their corner to demonstrate that organizations running benefits programs can miss out by not moving online. Savvy HRDs, however, will only switch from paper when the time is right.

Northern Rail: paper trail

Should Northern Rail retain the franchise to run train services across the north of England, it will look to move from a voluntary to a flexible benefits system, but it won't ditch paper.

This 50:50 joint venture between Serco Group and Abellio, formed in 2004, has 4,800 staff scattered across the north, and most employees are drivers, conductors or engineers and do not have access to company computers.

An employee survey in 2009 discovered a low satisfaction rate regarding its benefits scheme, which is a combination of voluntary benefits and an employee assistance plan (EAP), as well as salary sacrifice, free travel and a final salary pension.

Northern Rail compensations and benefits manager Paul Stephens(pictured left) says communication was an issue, so the company introduced a benefits booklet and increased coverage of the scheme in its staff magazine, Your Northern, sent to every worker's home address. There is a telephone helpline and benefits roadshows are held at different depots.

"The culture of our business is paper-based and people still like to receive hard paper copies of anything to do with their job," says Stephens. "The difficulty with a booklet is that things can change and the content can become out of date quickly, but staff like to get paper copies of their total rewards statements, for instance."

Despite its traditions, Northern Rail appreciates the advantages of moving some of the administration online when the flex scheme is introduced and it is working with benefits provider, Personal Group.

Stephens wants to encourage staff to check the internet at home, but many paper aspects - such as the magazine coverage as well as the telephone helpline - will remain.

"We fear we will lose the engagement levels we have generated since 2009 if we move everything online - and we cannot afford to do that," Stephens says.

Hilton Worldwide: engagement online

Sean Thomas, cluster HR director at hotelier Hilton Worldwide, says he could not run the company's benefits scheme without technology. In fact, he says it would be "a nightmare".

He is convinced paper-based schemes will die out within a few years and everything relating to employee benefits will be online, especially in large organizations.

Many of Hilton's thousands of staff globally are young and have an expectation of a technology solution. For the HR team, it makes administration simpler and the reports the online platform generates mean the scheme is more effective, according to Thomas.

"We can see from the click through rates what things people are interested in and what is not so popular and react to that in a timely fashion.

"I believe that without technology, communicating when the benefits window is open would be harder. We send regular emails, although we do support this with posters around the offices."

He says that, as a US-centric organization, the whole group has to adapt to ideas and technology coming out of the US designed to help the business.

"Without this technology, I do believe it would be much harder to communicate our benefits to staff and they would be much less engaged with them."

There can be confusion among employers about whether a flexible or voluntary benefits scheme is right for their organization. A flexible scheme lets employees choose the benefits package that best suits their lifestyle and personal circumstances. They may prefer tax-efficient benefits such as childcare vouchers or to make salary sacrifices to boost their pension.

Flexible or voluntary?

Flex is a good way to bring consistency across a group of companies, as part of a harmonization process, or to tailor benefits to staff if a workforce is diverse.

Staff can usually change their core benefits once a year, during what is known as a 'benefits window' and, whether it is a paper or an online solution, employees can see a menu of benefits and the price of each. They usually receive a 'total rewards statement' outlining their total remuneration.

An employer can make a scheme as flexible as it wants to, so staff feel valued. Ultimately, a well thought out flexible benefits package can help to retain and attract talent.

Companies often add additional voluntary benefits, which are products and services staff can buy, at a discount. The main difference between voluntary benefits - such as retail discounts or gym membership - and flexible benefits is that they are paid for by an employer allowance or benefits pot, or their own salary, through payroll.

Many employers use the tax and national insurance savings gained from introducing salary sacrifice benefits to fund the cost of administering a voluntary benefits discount program.