5 Tips to Improve the Employee Experience from an Employee Happiness Director
From SHRM, here are some helpful tips to improve happiness within your workplace.
Gone are the days of delighting customers at the expense of employees. Organizations today understand the value of employee happiness and are increasingly looking for ways to attract and retain top talent. This includes delighting employees at every touch point along the way from orientation and beyond.
And while this may mean something different for every organization, the following few tips may help to improve the employee experience, and if your employees are happy, your investors, customers and clients will follow.
Find employees who follow your north star. Hire employees who align with your core values. Our organization is mission-driven and focused on transforming lives. As a result, we look for good eggs who are driven by doing something for the greater good and leaving the world a better place. Big egos need not apply.
Prioritize happiness. Happiness means something different to every employee. Encourage your employees to find what makes them happy and prioritize that. Employee happiness is our CEO’s number one priority, so we held a workshop to design our culture of happiness together with input every single employee. We now measure employee happiness monthly and look for ways to delight our employees at every turn.
Ask and you shall receive. We constantly ask our employees about what’s working, what’s not working and how we can come together to build a culture of happiness through weekly, anonymous surveys. This provides leadership with valuable insights and empowers employees at all levels to help create an environment where we will thrive. Commit to delivering on employee suggestions that impact happiness when you can. You may not always be able to implement a suggestion but always ensure that the employee’s input is valued and was heard by leadership.
Be culturally relevant. While some may appreciate yoga breaks during all company meetings, others may want time off to volunteer with family and friends. Get to know your employees and understand what is truly meaningful to them. And always check back - life moves fast and personal priorities shift. Make sure your benefits and perks evolve to keep up with your dynamic population.
Give that gold star. It’s not all about perks. Offer work that’s challenging, acknowledge a job well done and reward employees in creative ways that are motivating to them. A company that successfully fosters a positive employee experience reaps the benefits in the form of enhanced engagement, happiness, productivity and retention.
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Source:
Andrade C. (4 December 2017). "5 Tips to Improve the Employee Experience from an Employee Happiness Director" [Web blog post]. Retrieved from address https://blog.shrm.org/blog/5-tips-to-improve-the-employee-experience-from-an-employee-happiness-direct
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5 Tips For Employers To Earn Respect From Employees
Today, we are going to take a look at how to make respect something that revolves around the workplace. Use these tips to help you identify if you're doing what you need to do to earn and have respect with your coworkers.
In a previous blog (R-E-S-P-E-C-T: How To Earn Respect At Work), I discussed ways employees can earn respect at work. But earning respect shouldn’t be a one-way street – it should also be embraced by employers. Respect isn’t just something subordinates are forced to give managers. It’s a valuable asset for employers to show and earn in the workplace. Earning employee respect isn’t always easy, but when employers find ways to build respect at work, positive benefits ensue. How do you build employee respect at work?
According to Bruce J. Avolio, Ph.D., executive director at the Center for Leadership and Strategic Thinking in the University of Washington’s Foster School of Business, five tips for employers/managers to earn the respect of employees include:
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- Be authentic: Be an authentic reflection of your organization’s espoused values and principles while promoting transparency and justice.
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- Promote ‘ownership’: Make all employees feel like ‘owners’ versus ‘renters’, that their voice matters, and that people in positions of power listen to learn and engage with their employees.
- Develop potential: Help each individual feel like they are reaching their full potential and achieving their performance goals by investing in development.
- Create an energized culture: Create a positive climate where your followers’ energy is directed towards winning against competitors versus defending against internal detractors from what you’re trying to accomplish.
- Sacrifice when necessary: Be willing to sacrifice for the greater good of the organization when such sacrifices contribute to everyone’s success.
Bill Mixon, president of Universal Hospital Services, Inc., believes the key to earning employee respect is to empower employees and model the leadership behavior you desire by treating employees with dignity and respect. “If employees respect a person’s leadership, they are more prone to put those same leadership qualities into practice. Empowering employees to make decisions also builds trust. When you show employees you trust their knowledge and skills, you allow them to make smart decisions that benefit the company.”
Developing employee potential is also important. Notes Mixon, “When employees feel valued and appreciated, they take stronger ownership of their work and seek new opportunities to grow in their roles. This not only benefits the employee, but also the company and its customers.”
Howard Behar, retired president of StarbucksCoffee Company, used this same tactic of showing employees they are appreciated to help establish the Starbucks culture, which stresses the importance of people over profits. For example, Starbucks made sure there were no special perks for executives. “All employees are called ‘partners’ and there is no separation in any way of partners and the management team. Outside of pay and stock, every partner gets the same, even the same health insurance. We did this because it was the right thing to do, not because we thought it would help us build respect,” Behar explained.
In addition, the Starbucks management team held ‘open forum’ meetings where any partner could ask anything and they would address it. “It was open dialogue, and I mean really open dialogue during these meetings. If they wanted to debate what I was paid as the president of the company then they could,” said Behar. “No topic was off-limits.”
The management team also included a feedback card in every partner’s paycheck asking for comments on anything that seemed in contradiction to the company’s values and morals – with Behar reading every feedback card submitted. If an executive didn’t live up to the values and morals of the company, the organization would eject that individual. Behar added, “You could get fired a lot faster for not living the values than not achieving the financial numbers.”
Bottom Line: Are you a manager/employer looking to earn the respect of your employees? Then focus on relationships and trust. The foundation for earning respect is establishing good relationships with employees by building trust within the organization. Explains Behar, “If people are feeling trust, they will be more productive, are more willing to take risks, be creative, and solve difficult problems. It doesn’t mean issues won’t arise, but it means you can withstand just about anything because you can talk things through.”
Read the original article.
Source:
Quast L. (17 September 2012). "5 Tips For Employers To Earn Respect From Employees" [Web blog post]. Retrieved from address https://www.forbes.com/sites/lisaquast/2012/09/17/5-tips-for-employers-to-earn-respect-from-employees/#5c3c8a1826ac
The 10 Smartest Things To Look For In Every New Hire
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If you’re hiring a new member of your team, congratulations. You have a business that is thriving enough to need more hands. But be prepared, as the shortage of highly skilled workers means finding and retaining quality, creative employees, which can be pretty tough.
According to a 2017 Creative Group study:
• 41% of surveyed advertising and marketing executives say it’s challenging to find creative talent today.
• 52% of advertising and marketing executives say they are concerned about retaining their current creative staff in the next 12 months.
For any company, especially companies that do creative work, the people you hire are your most important asset. So how do you hire the right ones (and avoid the wrong ones)?
It can be easy to become overly focused on things like previous employers, degrees and awards — the stuff that may pique a hiring manager’s interest during the applicant-screening process. But in my decade of experience hiring people for our creative agency, I’ve learned that the key to hiring the right people is starting with a clear understanding of the attributes you want in a new hire: the values, characteristics, personality traits and beliefs that will make them an active agent, not a passive employee.
When you hire someone, you aren’t just adding a body. You are introducing a new element to your culture, your work and your skillset. They will become a conduit for your company’s vision and values, and they will influence — and be influenced by — the people around them, for better or worse. That’s why finding people with the right foundation is everything.
After hiring many roles, both successfully and poorly, I’ve distilled the 10 traits that I think are most important for a new hire — beyond their resume.
1. Hunger: Experience is important and necessary for most roles you hire for. However, you don’t want people who have already accomplished everything and are just looking to coast. The best people want to grow, no matter where they are.
2. Humility: Accomplishments are impressive, but they become less so if someone constantly brags about them. You want to hire team players who want everyone to get the glory (and don’t leave passive-aggressive notes in the kitchen about how the dirty dishes in the sink inconvenienced them). Also, look for people who understand the difference between humility and false humility. To quote C.S. Lewis, real humility is someone who “will not be thinking about humility: he will not be thinking about himself at all."
3. Intelligence (Intellectual And Emotional): Book smarts are good. Street smarts are better. Both are ideal. The best employees have not only the technical ability but also the intuition and common sense to get things done — without oversight — under what are sometimes very stressful circumstances.
4. Self-Awareness: Self-awareness is vital when interacting with other people, whether it’s clients, coworkers or colleagues. Understanding your actions and how they are interpreted and make others feel, is often the difference between being someone who is a pleasure or a pain to work with. The good news is this trait is pretty easy to assess in an interview.
5. Curiosity: An unknown source once said, “Knowledge is having the right answer. Intelligence is asking the right question.” To grow, improve and work more efficiently, you need people who are interested in challenging old paradigms, testing, experimenting and learning. That all comes down to interest and curiosity. Great hires will proactively ask questions and seek out information to make the right decisions or suggest new ideas.
6. Scrappiness: Our company was a bootstrapped startup founded by three broke 20-something guys, so scrappiness is built into our DNA. But it’s an employee trait that benefits any organization. You want people who can get stuff done when things aren’t easy, who can always find a way and who don’t need you to hold their hand.
7. Resilience: Failure and frustrations are inevitable in creative work — even on a daily or weekly basis. People who have defied odds, made interesting career switches or taught themselves new things already come equipped with demonstrated resilience. When you go through a rough patch, as every company does, you’ll be grateful that you have people who are willing and able to weather a storm or two instead of jumping ship at the first sign of difficulty.
8. Flexibility: People who are willing to embrace change, who can dig in and help others out — even when a task isn’t technically in their job description — are the secret to helping a company evolve. At our company, we have many people who’ve held several different positions, some of which span across multiple departments, in just a few years. Their flexibility and knowledge benefits each new team and makes us stronger as a whole.
9. Kindness: No one wants to work with an unpleasant person — even if that person is highly capable. Note, however, that being kind is different from being nice. According to Merriam-Webster, "nice" is defined as: "1. pleasant; agreeable; satisfactory. 2. fine or subtle. 3. fastidious; scrupulous." The same source defines "kind" as: "having or showing a friendly, generous, and considerate nature. Affectionate; loving." Being nice is fine; being kind is absolutely necessary.
10. Passion For What We Do: A truly successful company, no matter the size, is full of people who are invested in the cause, vision and values. Even if you’re a small operation without the same financial resources as your competitors, the only way to build a healthy, happy organization is to hire passionate people who share your vision.
To quote Shafqat Islam, the CEO of NewsCred, in the company's public culture document, under the "People" section, he writes: “This is the only thing that matters — we can screw up in everything else, but if we hire the best people, things will work out. A great team with a bad idea can still execute and make it work. A bad team with a great idea will fail every time.”
Read the original article.
Source:
Ritchie J. (6 December 2017). "The 10 Smartest Things To Look For In Every New Hire" [Web blog post]. Retrieved from address https://www.forbes.com/sites/forbesagencycouncil/2017/12/06/the-10-smartest-things-to-look-for-in-every-new-hire/#30d66c776704
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5 ways digital tools can help build a better benefits package
"...digital tools can be excellent motivators and are a popular option for keeping employees to their wellness objectives..." In this article from Employee Benefit Advisor, we get a fantastic look at some statistics and digital tools to create better employee engagement.
The American workforce has an employee engagement problem: Half of U.S. workers are disengaged, according to a recent Gallup poll. That not only has a detrimental effect on individual wellness, but on company culture and the bottom line. According to The Engagement Institute, disengaged employees cost organizations between $450 and $550 billion every year. In addition to being less productive, they’re also more likely to quit.
One of the most effective ways to improve employee engagement is to offer better benefits. In fact, research conducted by Willis Towers Watson found 75% of employees said they were more likely to stay with their employer because of their benefit program. This demonstrates the value of designing an employee benefits package that really works for your staff. And to even better engage workers with benefits, employers should utilize HR apps and employee wellness software.
They vary in functionality, device compatibility, and of course price, but they all share five considerable advantages:
They’re highly adaptable. Unlike programs that rely on in-person use or resources that are primarily stored in binders, digital content can be updated on the fly. This flexibility makes it very easy to keep the information current and relevant, and it even opens the door to personalized benefits. For instance, if each employee has their own login, they can bookmark the resources they find most useful and receive suggestions based on those picks. Seventy-two percent of employees in a MetLife survey say being able to customize their benefits would increase their loyalty to their current employer, which makes this perk doubly advantageous.
They’re fully integrative. One major complaint employees have is that their health information is so disjointed. Dental, physical, psychological and nutritional data is siloed, creating a cumbersome situation for employees when it comes to accessing and updating their records. Digital tools neatly solve this problem by collecting all these resources in one place. All employees have to do is sign into one account to view all their health-related resources, benefits, emergency phone numbers, enrolment information, health savings account balance and so on.
They’re constantly accessible. Have you noticed your staff using fewer and fewer benefits over time? It’s easy to assume they’ve lost interest, but chances are they’ve simply forgotten what’s available to them. Digital tools are a fantastic way of combating that attrition for a couple of reasons. First, they’re super easy to access because they can be used essentially anytime, anywhere. The second reason your staff is more likely to continue using their benefits with a digital platform is because it can serve them with notifications and reminders. They no longer have the excuse of being unaware when fresh content is added, or missing medical appointments.
They encourage employee goals. To add to the previous point, digital tools can be excellent motivators and are a popular option for keeping employees to their wellness objectives. Two of the most common goals are weight loss and smoking cessation, but your employees can use calendar, reminders, notes, fitness trackers and other features to push them toward any goal they like.
They’re easily scalable. Finally, digital tools are the most efficient way of reaching a large employee base, especially if they’re spread over a large geographical distance. It’s impossible to expect a thousand employees located in different states to attend a stress management seminar, for example, but it’s not unreasonable to ask them to watch a five minute video or listen to a podcast. Digital resources are changing the game when it comes to reaching all employees equally so that no one gets left behind.
Some things to keep in mind
Now that you’ve been convinced to digitize your employee wellness program, there are a couple of assurances you should make. The first is confidentiality. Your employees need to feel safe accessing your health resources, so guaranteeing the security and privacy of their information is a must. You should also make accommodations for various accessibility concerns. In other words, having all your resources in video format isn’t helpful for employees who are visually impaired. Also be aware of the different situations in which your staff might need access (at home, on the go, with or without an internet connection, etc) to ensure maximum ease of use.
Why is this all so important? As cool and cutting-edge as many of these digital tools are, at the end of the day your goal is to promote employee well-being and engagement. Anything that encourages your staff to come into work with a smile on their faces is worthwhile. Gallup studies have shown highly engaged organizations are 21% more profitable, 17% more productive, and achieve a 41% reduction in absenteeism. No matter how effective your current benefits package is, you can — and should — take it to the next level with a digital program.
Read the original article.
Source:
Mittag A. (17 November 2017). "5 ways digital tools can help build a better benefits package" [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/opinion/5-ways-digital-tools-can-help-build-a-better-benefits-package?feed=00000152-1387-d1cc-a5fa-7fffaf8f0000
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CenterStage: Help Us Fill The Truck!
For this month’s CenterStage, we’ve decided to do something a little different. Due to the holiday season being in full-swing, we wanted to spread the love and joy that fills our hearts this time of year by sharing with you our involvement with Fill the Truck as a sponsor.
"One of the best parts of Fill the Truck is being there to deliver the donated goods to our awesome charities. The expressions on their faces and their gratitude, makes all of the hard work and extra efforts worth every second."
-Kelly Ackerman, Sales Operations Director at Frames USA
Our Part & Yours
Saxon invites our local community to come together in donating things like personal care items, toilet paper, winter clothing and bedding to fill up boxes. These items allow us a chance to give back directly to our local community. Then, we load the boxes up onto the truck, overjoyed with the sensation of giving back to those in need.
The truck delivers to all charities involved – such as The Healing Center, who offers practical, social and spiritual support to individuals and families, and the Children’s Home of Northern Kentucky, who focuses on providing a better life for abused, neglected and at-risk children – around the 21st of December, and every donated dollar goes toward buying needed items with no administrative costs.
A Brief Fill the Truck History Lesson
Fill the Truck began when the CEO of Frame USA, Dan Regenold, envisioned filling a 54-foot semi-truck full of supplies for a local charity. His idea flourished into a full-blown charitable operation, including a team of packers, donation collectors, marketing & PR professionals and more.
This year, the 2017 vision is to fill multiple trucks and provide substantial donations to each charity, partnering with several businesses and corporate partners, including Saxon.
You can read the full Fill the Truck history here.
Donate Today
Are you ready to take action and join Saxon for this charitable Community Strong event? Donations can be dropped off directly to Saxon’s local office or any one of the participating locations. Unsure of what to donate? Monetary donations are accepted and will be used to purchase items to help finish Filling the Truck. Happy holidays from Saxon and we look forward to “Filling the Truck”!
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5 SIMPLE STEPS TO DEVELOPING A COMPETITIVE PAY PRACTICE
Have you struggled with employee engagement and building a competitive pay practice? Fortunately, HR Morning has provided us and you with this awesome article, including five simple steps toward a competitive pay practice. Read more below.
In today’s competitive environment, employees are more educated than ever before about the current salary rates in their location and industry. If you want your business to remain competitive, and retain top talent, you need to stay one-step ahead of your competition, and have a solid pay strategy that’s based on accurate salary data – not speculation.
Here are a few simple steps to get you closer to a compensation strategy that retains talent and keeps your company ahead of the curve.
1) Get a Pulse on Your Market
After a series of wage declines in 2009 and 2010, a number of industries are now seeing continual salary growth across multiple industries and locations. If your company’s compensation plan is based on the trends in those leaner years immediately after the recession, it’s probably time to revisit your pay strategy. Or you may be at risk of losing talent to competitors who’ve more quickly adapted to shifts in the market. Keep an eye on the PayScale Index to keep track of quarterly trends in pay by location, industry and job category.
2) Benchmark Your Job Positions
It’s great to have a pulse on the overarching pay trends in your industry and area, but it’s another thing to have confidence that you’re actually paying top employees at the right rates for their job. By engaging in at least once-per-year salary benchmarking, you’ll be able to identify employees who are at a “high flight risk” of turnover, and be able to make smarter decisions about where you allocate your labor budget. Download PayScale’s How to Perform Compensation Benchmarking and Salary Ranges whitepaper for more information.
3) Develop a Compensation Plan
Often times, businesses fear that having a compensation plan will limit their ability to make good business decisions, so they skip building a compensation plan in favor of fewer rules and less structure. But without a formalized compensation plan, companies often miss an opportunity to structure their pay decisions in a way that support business goals. As companies grow, the costs of compensation continue to rise, and without a formalized plan in place, companies often experience problems with pay inequities, employee retention, and engagement. Simply put, it’s easier, and more cost-effective to take small steps toward developing a smart compensation plan now, than it is to alter your course later down the line.
4) Identify Pay Inequities
Some people live by the motto, “What you don’t know won’t hurt you.” That’s a motto your organization cannot afford to live by when it comes to internal pay inequities. Without a formalized comp plan, it’s often common for pay inequities to develop across organizations and departments. Those pay inequities can most definitely hurt you and your organization in the form of heightened turnover, over payment, and even litigation. Learn how to identify and resolve these inequities with PayScale’s guide to pay inequities.
5) Communicate Your Compensation Strategy
If you go through the process of creating a compensation plan, don’t forget to let your employees know about it. In theory, your compensation strategy should reiterate and support your business goals. So, it’s important to communicate to employees how their work aligns with the goals of the organization, and how their compensation reflects that. If you share with your employees, and make your investments in talent clear to them, you’ll be surprised by the positive effect it has on employee morale. Check out PayScale’s Four Tips for Communicating Your Compensation Plan to Employees to help you get started.
Need help developing a competitive compensation strategy, or maintaining salary ranges for your workforce? PayScale offers access to the largest online salary database in the world. With data that’s updated on a daily basis, and software designed to help you maintain salary ranges, benchmark jobs, and allocate raises, PayScale is the choice for businesses who value accuracy and ROI in their pay practices. Request a demo of PayScale compensation software to learn how PayScale’s fresh, detailed data can support good compensation planning.
Read the original article here.
Source:
HRMorning.com (N.D.). "5 SIMPLE STEPS TO DEVELOPING A COMPETITIVE PAY PRACTICE" [Web blog post]. Retrieved from address https://pbpmedia.staging.wpengine.com/5-simple-steps-to-developing-a-competitive-pay-practice/
New Regulations Broadening Employer Exemptions to Contraceptive Coverage: Impact on Women
You can read the original article here.
Source:
Sobel L., Salganicoff A., Rosenzweig C. (6 October 2017). "New Regulations Broadening Employer Exemptions to Contraceptive Coverage: Impact on Women" [Web Blog Post]. Retrieved from address https://www.kff.org/womens-health-policy/issue-brief/new-regulations-broadening-employer-exemptions-to-contraceptive-coverage-impact-on-women/
The Trump Administration has issued new regulations that significantly broaden employers’ ability to be exempt from the Affordable Care Act’s (ACA) contraceptive coverage requirement. The regulation opens the door for any employer or college/ university with a student health plan with objections to contraceptive coverage based on religious beliefs to qualify for an exemption. Any nonprofit or closely-held for-profit employer with moral objections to contraceptive coverage also qualifies for an exemption. Their female employees, dependents and students will no longer be entitled to coverage for the full range of FDA approved contraceptives at no cost.
On October 6, 2017, the Trump Administration issued two new regulations greatly expanding the types of employers that may be exempt from the Affordable Care Act’s (ACA) contraceptive coverage requirement. These regulations are a significant departure from the Obama-era regulations that only granted an exception to houses of worship. One of the regulations allows nonprofits or for-profit employer with an objection to contraceptive coverage based on religious beliefs to qualify for an exemption and drop contraceptive coverage from their plans. The other regulation also exempts all but publicly traded employers with moral objections to contraception from rule. These new policies, effective immediately, also apply to private institutions of higher education that issue student health plans. The immediate impact of these regulations on the number of women who are eligible for contraceptive coverage is unknown, but the new regulations open the door for many more employers to withhold contraceptive coverage from their plans.
Contraceptive coverage under the ACA has made access to the full range of contraceptive methods affordable to millions of women. This provision is part of a set of key preventive services that has been identified by the Health Resources and Services Administration (HRSA) for women that must be covered without cost-sharing. Since it was first issued in 2012, the contraceptive coverage provision has been controversial. While very popular with the public, with over 77% of women and 64% of men reporting support for no-cost contraceptive coverage, it has been the focus of litigation brought by religious employers, with two cases (Zubik v Burwell and Burwell v Hobby Lobby) reaching the Supreme Court. This brief explains the contraceptive coverage rule under the ACA, the impact it has had on coverage, and how the new regulations issued by the Trump Administration change the contraceptive coverage requirement for employers and affect women’s coverage.
How do the new regulations change contraceptive coverage requirements for employers?
Since they were announced in 2011, the contraceptive coverage rules have evolved through litigation and new regulations. Most employers were required to include the coverage in their plans. Houses of worship could choose to be exempt from the requirement if they had religious objections. This exception meant that women workers and female dependents of exempt employers did not have guaranteed coverage for either some or all FDA approved contraceptive methods if their employer had an objection. Religiously affiliated nonprofits and closely held for-profit corporations were not eligible for an exemption, but could choose an accommodation. This option was offered to religiously affiliated nonprofit employers and then extended to closely held for-profitsafter the Supreme Court ruling in Burwell v. Hobby Lobby. The accommodation allowed these employers to opt out of providing and paying for contraceptive coverage in their plans by either notifying their insurer, third party administrator, or the federal government of their objection. The insurers were then responsible for covering the costs of contraception, which assured that their workers and dependents had contraceptive coverage while relieving the employers of the requirement to pay for it.
As of 2015, 10% of nonprofits with 5,000 or more employees had elected for an accommodation without challenging the requirement. This approach, however, has not been acceptable to all nonprofits with religious objections.1 In May 2016, the Supreme Court remanded Zubik v. Burwell, sending seven cases brought by religious nonprofits objecting to the contraceptive coverage accommodation back to the respective district Courts of Appeal. The Supreme Court instructed the parties to work together to “arrive at an approach going forward that accommodates petitioners’ religious exercise while at the same time ensuring that women covered by petitioners’ health plans receive full and equal health coverage, including contraceptive coverage.”2
On October 6, 2017, the Trump Administration issued new regulations greatly expanding eligibility for the exemption to all nonprofit and closely-held for-profit employers with objections to contraceptive coverage based on religious beliefs or moral convictions, including private institutions of higher education that issue student health plans (Figure 1). In addition, publicly traded for-profit companies with objections based on religious beliefs also qualify for an exemption. There is no guaranteed right of contraceptive coverage for their female employees and dependents or students. Table 1 presents the changes to the contraceptive coverage rule from the Obama Administration in the new Interim Final regulations issued by the Trump Administration.
Figure 1: Employers Objecting to Contraceptive Coverage: Exemptions and Accommodations Under the Trump Administration Regulations
The accommodation will be available to employers that previously qualified for the accommodation. They now will also have the choice of an exemption. The federal departments issuing the regulations posit that these new rules will have limited impact on the number of women losing contraceptive coverage. However, it is not clear how many employers previously utilizing the accommodation will now opt for an exemption, resulting in the loss of contraceptive coverage for their employees and dependents. In addition, there are also an unknown number of organizations that were not previously eligible for either the accommodation or exemption that may now opt for an exemption. These new regulations create two new categories of employers who can now qualify for an exemption or can voluntarily chooses an accommodation: 1) publicly traded for-profit companies with a religious objection and 2) nonprofit and closely held for-profit employers who have a moral objection to contraceptives, a considerably larger pool of employers than when the exemption was available only to those who were employees of a house of worship or who were eligible for an accommodation in the past.
| Table 1: Summary of Changes in the Contraceptive Coverage Regulations for Objecting Entities | ||
| Obama Administration August 2012 to October 5, 2017 |
Trump Administration Effective October 6, 2017 |
|
| What types of contraceptives must plans cover without cost-sharing? | At least one of each of the 18 FDA approved contraceptive methods for women, as prescribed, along with counseling and related services must be covered without cost-sharing. | No change |
| Are any employers “exempt” from the contraceptive mandate? |
|
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| Who pays for contraceptive coverage for employees of organizations receiving an exemption? |
|
No change |
What type of employers may seek an “accommodation” to avoid paying for contraceptives in their plans? |
|
|
| Who pays for contraceptive coverage for employees of organizations receiving an accommodation? |
|
No change |
| When can entities change from an accommodation to an exemption? | N/A |
|
How has the contraceptive coverage rule affected women?
Contraceptive use among women is widespread, with over 99% of sexually-active women using at least one method at some point during their lifetime.3 Contraceptives make up an estimated 30-44% of out-of-pocket health care spending for women.4 Since the implementation of the ACA, out-of-pocket spending on prescription drugs has decreased dramatically (Figure 2). The majority of this decline (63%) can be attributed to the drop in out-of-pocket expenses on the oral contraceptive pill for women.5 One study estimates that roughly $1.4 billion dollars per year in out-of-pocket savings on the pill resulted from the ACA’s contraceptive mandate.6 By 2013, most women had no out-of-pocket costs for their contraception, as median expenses for most contraceptive methods, including the IUD and the pill, dropped to zero.7
Figure 2: The Contraceptive Coverage Policy Has Had a Large Impact on Out-Of-Pocket Spending in a Short Amount of Time
This provision has also influenced the decisions women make in their choice of method. After implementation of the ACA contraceptive coverage requirement, women were more likely to choose any method of prescription contraceptive, with a shift towards more effective long-term methods.8 High upfront costs of long-acting methods, such as the IUD and implant, had been a barrier to women who might otherwise prefer these more effective methods. When faced with no cost-sharing, women choose these methods more often9, with significant implications for the rate of unintended pregnancy and associated costs of childbirth.10
Finally, decreases in cost-sharing were associated with better adherence and more consistent use of the pill. This was especially true among users of generic pills. One study showed that even copayments as low as $6 were associated with higher levels of discontinuation and non-adherence,11 increasing the risk of unintended pregnancy.
Do states with no-cost contraceptive coverage laws allow exemptions to objecting entities?
The federal standards under Affordable Care Act created a minimum set of preventive benefits that applied to most health plans regulated by the federal government (self-funded plans, federal employee plans) and states (individual, small and large group plans), including contraceptive coverage for women with no cost-sharing. States have also historically regulated insurance, and many have had mandated minimum benefits for decades. State laws, however, have more limited reach in that they only apply to state regulated fully insured plans, do not have jurisdiction over self-funded plans, where 61% of covered workers are insured.12 In self-funded plans, the employer assumes the risk of providing covered services and usually contracts with a third party administrator (TPA) to manage the claims payment process. These plans are overseen by the Federal Department of Labor under the Employer Retirement Income Security Act (ERISA) and are only subject to federally established regulations.13 The ACA sets a minimum standard of coverage for preventive services for all plans. However, state laws regulating insurance, including contraceptive coverage, can require fully insured plans to provide coverage beyond the federal standards.
Eight states have strengthened and expanded the federal contraceptive coverage requirement (CA, IL, MD, ME, NV, NY, OR, VT). Another 20 states have contraceptive equity laws that require plans to cover contraceptives if they also provide coverage for prescription drugs but they do not necessarily require coverage of all FDA-approved contraceptives or ban cost-sharing (Figure 3).
Figure 3: Many States Have Contraceptive Coverage Requirements
Many of the 28 states that have passed contraceptive coverage laws (both equity and no-cost coverage) have a provision for exemptions, but the laws vary from state to state and only apply to fully insured plans. This means that there may be a conflict between the state and federal requirements when it comes to religious exemptions. In some states with a contraceptive coverage requirement, some employers who are eligible for an exemption under federal law will not qualify for an exemption under state law (Table 2). Employers in those states will have to have to meet the standards established by their state even though they may qualify for an exemption based on the new federal regulations. This conflict may set the stage for future litigation.
| Table 2: State Requirements for No-Cost Contraceptive Coverage | |||||||
| StateDate Effective | Applies to | Coverage required without cost sharing | Exemptions allowed | ||||
| Private plans | Medicaid | With RX all FDA approved | OTC | Vasectomy | Religious | Moral | |
| CaliforniaJanuary 2015 | X | MCOs | X | Narrowly defined nonprofit religious employers | None | ||
| IllinoisJanuary 2017 | X | X | X except male condoms |
Any employer, or insurer with a religious objection | Any employer, or insurer with a moral objection | ||
| MarylandJanuary 2018 | X | X | X | X | X | Religious organizations if the coverage conflicts with the organization’s bona fide religious beliefs and practices | None |
| MaineJanuary 2019 | X | X | Narrowly defined nonprofit religious employers | None | |||
| NevadaJanuary 2018 | X | X | X | Insurers affiliated with a religious organization | None | ||
| New YorkAugust 2017 | X | X | Narrowly defined nonprofit religious employers* | None | |||
| OregonAugust 2017 | X | X | X | Narrowly defined nonprofit religious employers | None | ||
| VermontOctober 2016 | X | X – and all other public health assistance programs | X | X | None | None | |
| NOTES: *Requires the insurer to offer a rider to policyholders so that women will have contraceptive coverage. SOURCE: Kaiser Family Foundation analysis of state laws and regulations. |
|||||||
Conclusion
The Trump Administration’s new regulations substantially expand the exemption to nonprofit and for-profit employers, as well as to private colleges or universities with religious or moral objections to contraceptive coverage. It is unknown how many of these employers and colleges will maintain coverage through the accommodation as before and how many will now opt for the exemption leaving their students, employees and dependents without no-cost coverage for the full range of contraceptive methods. As a result of the new regulation, choices about coverage and cost-sharing will be made by employers and private colleges and universities that issue student plans. For many women, their employers will determine whether they have no-cost coverage to the full range of FDA approved methods. Their choice of contraceptive methods may again be limited by cost, placing some of the most effective yet costly methods out of financial reach.
You can read the original article here.
Source:
Sobel L., Salganicoff A., Rosenzweig C. (6 October 2017). "New Regulations Broadening Employer Exemptions to Contraceptive Coverage: Impact on Women" [Web Blog Post]. Retrieved from address https://www.kff.org/womens-health-policy/issue-brief/new-regulations-broadening-employer-exemptions-to-contraceptive-coverage-impact-on-women/
Absent federal action, states take the lead on curbing drug costs
What's your state's stance on the cost of prescription drugs? See how Maryland has moved forward in their decision making for drug prices, giving themselves the ability to say "no" in this article from Benefits Pro written by Shefali Luthra.
You can read the original article here.
Lawmakers in Maryland are daring to legislate where their federal counterparts have not: As of Oct. 1, the state will be able to say “no” to some pharmaceutical price spikes.
A new law, which focuses on generic and off-patent drugs, empowers the state’s attorney general to step in if a drug’s price climbs 50 percent or more in a single year. The company must justify the hike. If the attorney general still finds the increase unwarranted, he or she can file suit in state court. Manufacturers face a fine of up to $10,000 for price gouging.
As Congress stalls on what voters say is a top health concern — high pharmaceutical costs — states increasingly are tackling the issue. Despite often-fierce industry opposition, a variety of bills are working their way through state governments. California, Nevada and New York are among those joining Maryland in passing legislation meant to undercut skyrocketing drug prices.
Maryland, though, is the first to penalize drugmakers for price hikes. Its law passed May 26 without the governor’s signature.
The state-level momentum raises the possibility that — as happened with hot-button issues such as gay marriage and smoke-free buildings — a patchwork of bills across the country could pave the way for more comprehensive national action. States feel the squeeze of these steep price tags in Medicaid and state employee benefit programs, and that applies pressure to find solutions.
“There is a noticeable uptick among state legislatures and state governments in terms of what kind of role states can play in addressing the cost of prescription drugs and access,” said Richard Cauchi, health program director at the National Conference of State Legislatures.
Many experts frame Maryland’s law as a test case that could help define what powers states have and what limits they face in doing battle with the pharmaceutical industry.
The generic-drug industry has already filed a lawsuit to block the law, arguing it’s unconstitutionally vague and an overreach of state powers. A district court is expected to rule soon.
The state-level actions focus on a variety of tactics:
“Transparency bills” would require pharmaceutical companies to detail a drug’s production and advertising costs when they raise prices over certain thresholds. Cost-limit measures would cap drug prices charged by drugmakers to Medicaid or other state-run programs, or limit what the state will pay for drugs. Supply-chain restrictions include regulating the roles of pharmacy benefit managers or limiting a consumer’s out-of-pocket costs.
A New York law on the books since spring allows officials to cap what its Medicaid program will pay for medications. If companies don’t sufficiently discount a drug, a state review will assess whether the price is out of step with medical value.
Maryland’s measure goes further — treating price gouging as a civil offense and taking alleged violators to court.
“It’s a really innovative approach. States are looking at how to replicate it, and how to expand on it,” said Ellen Albritton, a senior policy analyst at the left-leaning Families USA, which has consulted with states including Maryland on such policies.
Lawmakers have introduced similar legislation in states such as Massachusetts, Rhode Island, Tennessee and Montana. And in Ohio voters are weighing a ballot initiative in November that would limit what the state pays for prescription drugs in its Medicaid program and other state health plans.
Meanwhile, the California legislature passed a bill earlier in September that would require drugmakers to disclose when they are about to raise a price more than 16 percent over two years and justify the hike. It awaits Democratic Gov. Jerry Brown’s signature.
In June, Nevada lawmakers approved a law similar to California’s but limited to insulin prices. Vermont passed a transparency law in 2016 that would scrutinize up to 15 drugs for which the state spends “significant health care dollars” and prices had climbed by set amounts in recent years.
But states face a steep uphill climb in passing pricing legislation given the deep-pocketed pharmaceutical industry, which can finance strong opposition, whether through lobbying, legal action or advertising campaigns.
Last fall, voters rejected a California initiative that would have capped what the state pays for drugs — much like the Ohio measure under consideration. Industry groups spent more than $100 million to defeat it, putting it among California’s all-time most expensive ballot fights. Ohio’s measure is attracting similar heat, with drug companies outspending opponents about 5-to-1.
States also face policy challenges and limits to their statutory authority, which is why several have focused their efforts on specific parts of the drug-pricing pipeline.
Critics see these tailored initiatives as falling short or opening other loopholes. Requiring companies to report prices past a certain threshold, for example, might encourage them to consistently set prices just below that level.
Maryland’s law is noteworthy because it includes a fine for drugmakers if price increases are deemed excessive — though in the industry that $10,000 fine is likely nominal, suggested Rachel Sachs, an associate law professor at Washington University in St. Louis who researches drug regulations.
This law also doesn’t address the trickier policy question: a drug’s initial price tag, noted Rena Conti, an assistant professor in the University of Chicago who studies pharmaceutical economics.
And its focus on generics means that branded drugs, such as Mylan’s Epi-Pen or Kaleo’s overdose-reversing Evzio, wouldn’t be affected.
Yet there’s a good reason for this, noted Jeremy Greene, a professor of medicine and the history of medicine at Johns Hopkins University who is in favor of Maryland’s law.
Current interpretation of federal patent law suggests that the issues related to the development and affordability of on-patent drugs are under federal jurisdiction, outside the purview of states, he explained.
In Maryland, “the law was drafted narrowly to address specifically a problem we’ve only become aware of in recent years,” he said. That’s the high cost of older, off-patent drugs that face little market competition. “Here’s where the state of Maryland is trying to do something,” he said.
Still, a ruling against the state in the pending court case could have a chilling effect for other states, Sachs said, although it would be unlikely to quash their efforts.
“This is continuing to be a topic of discussion, and a problem for consumers,” said Sachs.
“At some point, some of these laws are going to go into effect — or the federal government is going to do something,” she added.
Kaiser Health News, a nonprofit health newsroom whose stories appear in news outlets nationwide, is an editorially independent part of the Kaiser Family Foundation. KHN’s coverage of prescription drug development, costs and pricing is supported in part by the Laura and John Arnold Foundation.
Source:
Luther S. (29 September 2017). "Absent federal action, states take the lead on curbing drug costs" [Web Blog Post]. Retrieved from address https://www.benefitspro.com/2017/09/29/absent-federal-action-states-take-the-lead-on-curb?page=2
How data analytics is changing employee benefit strategies
As technology continues to grow and expand, more employers are turning to digital platforms when it comes to managing their employee benefits program. With more access to technology, employers can use data accumulated from their employees to better personalize their employee benefits package to fit each individual's needs. Take a look at this column by Eric Helman from Employee Benefit Advisor and find out some more tips on how you can better leverage the data from an employee benefits program to fit your employees'es needs.
In the realm of employee benefits, surveys, focus groups and anecdotes about specific employee encounters with the benefits program typically drive the discussions about how that program should evolve in the future. Unlike the situation at Outback, it is difficult to “observe” how people actually consume benefits and tailor a program that is attractive to them.
Fortunately, recent developments in data analytics have unlocked the potential of using consumer behavior insights to drive employee benefits strategy.
Leading practitioners are beginning to leverage these developments to change the annual renewal process. The technologies that support data aggregation, normalization and reporting have been aggressively developed to support the provider and payer communities. Only now have these advancements been made available to employers and their advisers.
The most successful practitioners point to the value of standardized claims reporting based upon credible data. By combining current claims data with industry benchmarks and predictive analytics, employers gain insight into the ongoing performance of their benefit plans. They “see” for themselves what industry professionals have been telling them for years. Plan performance is based upon claims, both in terms of the number of units of healthcare consumed and the price of those units. In recent surveys, benefit professionals report the difficulty they have in convincing CFOs and CEOs to make the necessary changes to benefit programs. Standardized reporting from a credible analytics platform can greatly enhance the ability for benefit professionals to communicate their agenda.
But standardized reporting is not the panacea. Benefits are complex. And the relationship between risk and consumption of healthcare add to the complexity. Even in the best reporting environments where executives are well informed about the performance of their plans and how the key metrics compare to industry norms, they are often perplexed about what to do with the information. Advancements in the realm of “actionable analytics” are beginning to address this problem as well.
While artificial intelligence or AI is all the rage, the underlying concept of having a computer suggest a course of action based upon data is not a new idea. The new application to employee benefits is the ability to provide “suggestions” in the context of standardized financial reporting. The number of ideas to bend the cost curve are numerous. The challenge is matching these ideas with the appropriate populations, convincing decision makers to invest and engaging the appropriate cohorts of employees to take specific actions necessary to realize the return on investment for these initiatives.
New systems are now available to close the gaps on this execution continuum. The foundation for these new systems is a robust analytics platform. But actionable analytics build upon this foundation by evaluating the employer’s data to discern whether a specific cost-saving initiative might generate savings worthy of the investment. These new systems present the output of that analysis in an easy to understand graphical format for benefit consultants and HR professionals to effectively communicate the potential of cost savings initiatives to decision makers.
Targeted engagement maximizes compliance and ROI
Getting executives to commit to intentional actions to affect the rising costs of benefits solves one half of the problem. The second half of the problem is one of focus. Rather than attempting to engage all employees with generalized messaging, these new systems use analytics to focus their engagement on a specific cohort of individuals in order to drive the greatest impact. This focus allows for a concentration of resources on the targeted populations, resulting in increased compliance and larger return on investment. The best implementations are integrated with benefits administration platforms and can incorporate multiple initiatives simultaneously. Point solutions, from an engagement perspective, have been proven to result in single-digit compliance. The power of an integrated engagement solution allows for initiatives that, because they are both focused and automated, can be executed simultaneously.
Advancements in technology have created a new era in which the democratization of big data allows for non-technical professionals to access detailed information and convert that information into intelligence. According to a recent survey, more than 65% of employers confess they are not strategic when it comes to benefits cost management. In spite of the many cost savings ideas available, more than 40% say they are not engaging in any new initiatives in the upcoming year. While the future of healthcare reform is in doubt, the potential for actionable analytics to significantly change the trajectory of the employer’s benefits costs is certain.
See the original article Here.
Source:
Helman E. (2017 September 5). How data analytics is changing employee benefit strategies [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/opinion/closing-the-execution-continuum-on-employee-benefit-cost-savings
Avoid these 12 Common Open Enrollment Mistakes
Open enrollment season is right around the corner. Check out this great column by Alan Goforth from Benefits Pro and find out the top mistakes employers and HR have made during open enrollment and what you can do to avoid them.
Every employer or human resources professional has made mistakes during open enrollment.
Trying to accommodate the diverse needs of the workforce in a short timeframe against the backdrop of increasing options and often bewildering regulations, can be a challenge even in the best-run companies.
Avoiding mistakes is impossible, but learning from them is not. Although the list may be limitless, here are a dozen of the most common pratfalls during open enrollmentand how to avoid tripping over them.
1. Failing to communicate
"What we've got here… is failure to communicate." – Cool Hand Luke
This mistake likely has topped the list since open enrollment first came into existence, and it will probably continue to do so. That's because enrollment is a complex procedure, and few challenges are greater that making sure employers, employees, brokers and carriers are on the same page.
Employers have both a stick and a carrot to encourage them to communicate as well as possible. The stick is the Affordable Care Act, which requires all employers subject to the Fair Labor Standards Act to communicate with employees about their health-care coverage, regardless of whether they offer benefits.
As a carrot, an Aflac study found that 80 percent of employees agree that a well-communicated benefits package would make them less likely to leave their jobs
2. Neglecting technology
The integration of new technology is arguably the most significant innovation in the enrollment process in recent years.
This is especially important as younger people enter the workforce. Millennials repeatedly express a preference for receiving and analyzing benefits information by computer, phone or other electronic devices.
The challenge is to make the use of technology as seamless as possible, both for employees who are tech-savvy and for those who are not.
Carriers and brokers are making this an emphasis, and employers should lean on them for practical advice.
See the original article Here.
3. Over-reliance on technology
At the other end of the spectrum is the temptation to rely on technology to do things it never was meant to do.
"Technology is so prevalent in the enrollment space today, but watch out for relying on technology as the one thing that will make or break enrollment," says Kathy O'Brien, vice president of voluntary benefits and nation client group services for Unum in Chattanooga, Tennessee. "Technology is great for capturing data, but it won't solve every problem and doesn't change the importance of the other work you need to do."
4. Succumbing to inertia
It can be frustrating to invest substantial time and effort into employee benefit education, only to have most of the staff do nothing.
Yet that is what happens most of the time. Just 36 percent of workers make any changes from the previous enrollment, and 53 percent spend less than one hour making their selections, according to a LIMRA study.
One reason may be that employees don’t feel assured they are making the right decisions.
Only 10 percent felt confident in their enrollment choices when they were done, according to a VSP Vision Care study. One good strategy for overcoming inertia is to attach dollar values to their choices and show where their existing selections may be leaving money on the table.
5. Cutting too many corners
One of the most difficult financial decisions employers make each year is deciding how much money to allocate to employee benefits.
Spending too much goes straight to the bottom line and could result in having to lay off the very employees they are trying to help. Spending too little, however, can hurt employee retention and recruiting.
Voluntary benefits offer a win-win solution. Employees, who pick up the costs, have more options to tailor a program that meets their own needs.
In a recent study of small businesses, 85 percent of workers consider voluntary benefits to be part of a comprehensive benefits package, and 62 percent see a need for voluntary benefits.
6. Not taking a holistic approach
"Holistic" is not just a description of an employee wellness program; it also describes how employers should think about employee benefit packages.
The bread-and-butter benefits of life and health insurance now may include such voluntary options as dental, vision and critical illness. Employers and workers alike need to understand how all of the benefits mesh for each individual.
Businesses also need to think broadly about their approach to enrollment
"Overall, we take a holistic approach to the customer’s enrollment program, from benefits communication to personalized benefits education and counseling, as well as ongoing, dedicated service," says Heather Lozynski, assistant vice president of premier client management for Colonial Life in Columbia, South Carolina. "This allows the employer to then focus on other aspects of their benefits process."
7. Unbalanced benefits mix
Employee benefits have evolved from plain vanilla to 31 (or more) flavors.
As the job market rebounds and competition for talented employees increases, workers will demand more from their employers.
Benefits that were once considered add-ons are now considered mandatory.
Round out the benefits package with an appealing mix of standard features and voluntary options with the objective of attracting, retaining and protecting top-tier employees.
8. Incomplete documentation
Employee satisfaction is a worthy objective — and so is keeping government regulators happy.
The Affordable Care Act requires employers who self-fund employee health care to report information about minimum essential coverage to the IRS, at the risk of penalties.
Even if a company is not required by law to offer compliant coverage to part-time employees, it still is responsible for keeping detailed records of their employment status and hours worked.
As the old saying goes, the job is not over until the paperwork is done.
9. Forgetting the family
The Affordable Care Act has affected the options available to employers, workers and their families.
Many businesses are dropping spousal health insurance coverage or adding surcharges for spouses who have access to employer-provided insurance at their own jobs.
Also, adult children can now remain on their parents' health policies until they are 26.
Clearly communicate company policies regarding family coverage, and try to include affected family members in informational meetings.
Get to know more about employees' families — it will pay dividends long after open enrollment.
10. Limiting enrollment options
Carriers make no secret about their emphasis on electronic benefits education and enrollment.
All things considered, it is simpler and less prone to copying and data-entry errors.
It would be a mistake, however, to believe that the high-tech option is the first choice of every employee.
Be sure to offer the options of old-fashioned paper documents, phone registration and face-to-face meetings. One good compromise is an on-site enrollment kiosk where a real person provides electronic enrollment assistance.
11. Letting benefits go unused
A benefit is beneficial only if the employee uses it. Too many employees will sign up for benefits this fall, forget about them and miss out on the advantages they offer.
Periodically remind employees to review and evaluate their available benefits throughout the year so they can take advantage of ones that work and drop those that do not.
In addition to health and wellness benefits, also make sure they are taking advantage of accrued vacation and personal days.
Besides maximizing the return on their benefit investment, it will periodically remind them that the employer is looking out for their best interests.
12. Prematurely closing the 'OODA' loop
Col. John Boyd of the U.S. Air Force was an ace fighter pilot. He summarized his success with the acronym OODA: Observe, Orient, Decide and Act. Many successful businesses are adopting his approach.
After the stress of open enrollment, it's tempting to breathe a sigh of relief and focus on something else until next fall.
However, the close of enrollment is a critical time to observe by soliciting feedback from employees, brokers and carriers.
What worked this year, and what didn't? What types of communications were most effective? And how can the process be improves in 2017?
"Make sure you know what is working and what is not," said Linda Garcia, vice president for human resources at Rooms to Go, a furniture retailer based just outside Tampa. "We are doing a communications survey right now to find out the best way to reach each of our 7,500 employees. We also conduct quarterly benefits surveys and ask for their actual comments instead of just checking a box."
Source:
Goforth A. (2017 Aug 22). Avoid these 12 common open enrollment mistakes [Web blog post]. Retrieved from address https://www.benefitspro.com/2017/08/22/avoid-these-12-common-open-enrollment-mistakes?ref=hp-in-depth&page_all=1