by admin | Sep 7, 2023 | Employee Benefits
If the so-called Great Resignation taught us anything, it’s that employees are looking for more than just a salary when it comes to their jobs. Employee benefits have a crucial part in enhancing engagement, attracting new employees, and retaining top talent.
Employee benefits refer to any form of compensation that employees receive in addition to their base wages or salaries, such as insurance (medical, dental, life), stock options, and cell phone plans.
During the recent State of HR in Asia-Pacific survey, it became clear that HR professionals are thinking more strategically about the benefits they offer employees. According to the survey, 35.52% of professionals are offering wellness benefits, while 34.15% have implemented employee assistance programs (EAPs). More than a quarter are offering childcare support (25.41%) and 24.04% include mental health coaching.
Nowadays, employee benefits extend far beyond these examples, encompassing a wide range of offerings, including training opportunities and stock options, mental health breaks, and even a few more unusual perks. Here are just a few:
Health Stipends
PwC Australia has always done things differently, including famously abolishing its employee dress code in 2017. The company partnered with health and fitness companies across the continent to offer compelling health and fitness perks to their staff.
“The well-being of our people is critical now, but the focus will continue to grow, and we’ll need to enhance the support provided. Employees are increasingly looking to their employer to provide support in all aspects of their life – we’ll need to continue to evolve our value proposition to meet these needs,” says Catherine Walsh, Head of People and Culture at PwC Australia.
Employee wellness programs are essential perks to offer because they prioritize the well-being and health of employees, leading to numerous benefits for both individuals and organizations. By providing wellness initiatives such as fitness programs, mental health support, healthy lifestyle resources, and stress management techniques, employers demonstrate their commitment to the overall well-being of their workforce. Wellness programs have also been known to reduce absenteeism and burnout.
Power Naps
The power nap system may seem unusual, but it’s commonplace in Japan. Called inemuri (or the principle of sleeping at work) was added as a perk by companies like the construction firm Okuta years ago. Japanese workers are generally hesitant to take time off, work more overtime than other countries, and generally get less sleep. Napping on the job has become commonplace, with several businesses installing special sleep pods for workers. Power naps can be a valuable employee perk due to their positive impact on productivity and well-being.
Offering dedicated spaces or designated break times for power naps recognizes the importance of rest and rejuvenation in maintaining optimal performance. Short periods of sleep have been shown to enhance cognitive function, memory, and creativity, allowing employees to return to their tasks with improved focus and alertness. Power naps can help combat midday fatigue, reducing the likelihood of errors and accidents.
Major Discounts
Australian airline Qantas offers staff generous perks when they are traveling, including 25% off Qantas flights, 10% off hotel bookings, 15% off car rentals, and discounts on airport parking, tours, and cruises. This not only attracts employees who love to travel but gives staff an opportunity to experience traveling with Qantas first-hand. In addition, by extending discounts on various travel-related expenses, Qantas demonstrates its commitment to supporting the travel experiences of its staff, creating a positive work environment, and promoting a culture of work-life balance.
Giving Back
According to a blog post by Salesforce Australia, 93% of employees who engage in pro-bono work feel happier and more purposeful, while 91% believe they are productive and engaged. The survey also found that employees who volunteer are 40% more likely to stay with the company. That’s why Salesforce Australia offers employees seven days off every year to spend volunteering. “It’s a great feeling to know that we’re helping the environment as well as the community. Plus, the benefits for the team were getting to know each other outside of work, building connections, and having fun,” says Angelica Veness, Senior Manager of Solution Engineering at Salesforce.
Sabbaticals
Deloitte Singapore introduced a generous sabbatical policy as part of their Work-Life Integration program. Audit and Assurance Associate at Deloitte Singapore Clement Chow took a 12-month sabbatical to care for his young son but had previously taken time off (with a paid allowance) to compete as a Team Singapore triathlete.
Deloitte Australia also introduced a program called Career Flex that allows staff to take three months’ unpaid leave to study, refresh, or travel.
Balance and Breaks
Most companies have maternity (and sometimes paternity) leave, family responsibility leave, and study leave on offer for employees who need it, but others are thinking differently about the breaks employees might need. Hime & Company in Japan gave staff two mornings off per year to attend sales as well as “heartbreak vacations” for employees going through breakups several years ago; today, it’s available from businesses in Japan, Germany, and other countries. The policy was popular enough to become part of Japan’s labor laws in 2020.
While those examples might sound unusual, recognizing that employees need time off to spend on personal matters can have a big impact on their well-being, engagement, and overall job satisfaction.
Chinese mega-brand Alibaba provided staff with an extremely generous leave package following a challenging period in the company, including giving employees seven days paid leave to attend family reunions following COVID, ten extra days of leave for new parents, and a once-off twenty days of leave for employees who have worked for the company for ten years or more. This is a true reflection of Alibaba’s company values, which states: “Work is for now, but life is forever. We want our employees to treat life seriously when they work and enjoy work as one enjoys life. We respect the work-life balance decisions of every individual.”
Stock Options
ICICI Bank in India is known for its generous employee benefits, but they’ve recently upped the ante by introducing an ESOP program (employee stock option scheme) for employees. The company allotted equity shares to employees under the ICICI Bank Employees Stock Option Scheme 2000.
Stock options give employees the opportunity to become partial owners of the company. This sense of ownership can foster a stronger connection and alignment between employees and the organization’s goals and performance. When employees have a stake in the company’s success, they are more likely to work towards its growth and profitability.
Four-day Workweek
Whereas some Japanese companies are offering naps on company time in response to their over-commitment to work, others are leaning into compressed work weeks. Panasonic started offering employees the option of taking a four-day workweek. Considering that only 8% of Japanese companies offer more than two guaranteed days of leave a week, it’s a radical policy.
With an extra day off each week, employees have more time for personal activities, hobbies, and spending quality time with family and friends. This improved work-life balance can lead to reduced stress levels, increased job satisfaction, and overall well-being.
While it may seem counterintuitive, many studies and real-world examples have shown that reducing the workweek to four days can actually boost productivity. With a shorter workweek, employees tend to be more focused, motivated, and efficient in completing their tasks. They often prioritize their work, avoid unnecessary distractions, and find innovative ways to increase productivity within the reduced timeframe.
According to recent research, more than three in every four Singaporeans are interested in jobs offering a four-day workweek.
“In mature economies like Singapore, it starts to become about the quality of life and what work means,” says Jaya Dass, MD of Randstad Singapore as reported by CNBC. According to Das, Singaporeans are not willing to sacrifice their personal lives for their careers anymore and find a four-day workweek very appealing.
Being a Standout Employer with Unique Benefits
The APAC region is a diverse and competitive market. Offering unique perks can help organizations stand out as attractive employers, attracting and retaining top talent. With some of these examples, we’ve seen how innovative perks related to work-life balance and well-being can resonate well with the local workforce. By offering interesting employee benefits, you can differentiate yourself, boost employee satisfaction, and gain a competitive edge in the talent market.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Aug 31, 2023 | Human Resources
Many in Human Resources talk about talent management in abstract terms but much of it has to do with helping people with habit formation. Indeed, HR can teach people to develop patterns of behavior that will contribute to the success of the individual and the organization. They can work with individuals and teams to ensure these good habits form over time.
Anastasia Buyalskaya, Assistant Professor of Marketing at HEC Paris, recently talked to HR Exchange Network about her research related to habit formation. The findings can assist HR professionals as they seek to offer employees the necessary tools for creating a healthy life and the means to achieve positive business outcomes. This study is a revelation because it undoes some of the myths about good and bad habits. It relates to the book Atomic Habits, which was on the 2022 HR Summer Reading list and is worth revisiting now.
Is It Possible for Employees to Form Good Habits?
In the meantime, discover what Buyalskaya shared about this study and helping people deploy positive patterns of behavior:
HREN: Briefly describe in easy-to-understand language the study and explain the connection between machine learning and habit formation.
AB: The study conducted by behavioral scientists at HEC Paris, Caltech, University of Chicago, and the Wharton School at University of Pennsylvania challenges the commonly held belief that it takes 21 days to form a new habit. In fact, the researchers found that there is no “magic number” of days required to form a habit. The time it takes to develop a habit depends on various factors, such as the behavioral domain – for example, a simple motor habit will take a shorter period of time than a complex habit which requires planning. The study also looked at how individuals respond to changes in rewards. The study revealed that once a habit is formed, individuals are less likely to respond to changes in rewards than those who have yet to create a habit.
HREN: What are the big takeaways?
AB: The big takeaways from the study are that there is no fixed number of days required to form a habit, and the time it takes varies depending on factors like behavior complexity. Contrary to the popular belief that it takes 21 days, the study found that it takes approximately two weeks or nine to 10 shifts for a habit to form (hand sanitizing, for example). However, forming a habit of going to the gym takes much longer, on the order of several months.
HREN: Why is this good information for those in Human Resources to have?
AB: This information is valuable for those in Human Resources because it provides a more nuanced understanding of habit formation in real-world scenarios. HR professionals can use this knowledge to design effective strategies for promoting healthy habits among employees. Secondly, the study suggests that it is easier to motivate individuals who have not yet formed a habit, highlighting the importance of early intervention. HR teams can focus on incentivizing and encouraging employees to adopt healthy habits soon after they join the company before these routines become ingrained.
HREN: What kinds of practices could we recommend to those in HR trying to help their workforce?
AB: To help their workforce, HR professionals could recommend practices such as implementing reward systems, providing education and training on healthy habits, and creating a supportive environment that encourages behavior change. Offering financial or social incentives to develop healthy behaviors early on in an employee’s journey with a company may be particularly effective at kick-starting habit formation. Secondly, HR can promote awareness and education about habit formation, helping employees understand that it is a process that varies depending on the behavior and individual.
HREN: Is there anything else you’d like to share? If so, what?
AB: A machine learning technique was used in the study. Machine learning is very useful for analyzing and interpreting large amounts of data on human behavior. HR professionals may also consider building up data science capabilities to apply some of these machine learning algorithms to their own datasets and therefore be able to study habit formation and uncover other patterns of behavior among their employees.
By Francesca DiMeglio
Originally posted on HR Exchange Network
by admin | Aug 24, 2023 | Compliance
PROPOSED CHANGES TO SHORT-TERM, LIMITED-DURATION INSURANCE
On July 7, 2023, the U.S. Department of Health and Human Services (HHS), the Department of Labor (DOL), and the Department of the Treasury proposed changes to modify the definition of short-term, limited-duration insurance (STLDI) and the conditions for fixed indemnity insurance to be considered an excepted benefit. The proposal also asks for comments on specified disease plans and level-funded plans. The proposal looks to clarify the tax treatment of certain benefit payments under group health plans.
Short-term, limited-duration insurance is meant to fill temporary gaps in coverage during transitions. The proposal suggests limiting the initial contract period to no more than three months and the maximum coverage period to no more than four months, including renewals. This change aims to differentiate STLDI from comprehensive coverage and reduce financial risk for individuals using it as a long-term alternative.
The proposal also forbids the same issuer from issuing multiple STLDI policies to the same policyholder within a year (known as “stacking”). STLDI sales mainly occur through group trusts or associations, and the proposal clarifies that such sales are not group coverage for federal law purposes.
Fixed indemnity plans provide income replacement rather than full medical coverage. The proposed regulations look to clarify that this coverage should not pay benefits on a per-service basis, to avoid mimicking comprehensive coverage without providing the same consumer protections. The proposal also includes payment standards for fixed indemnity plans and clarifies that such coverage must be offered independently without coordination with other health plans.
Consumer notices would provide clearer information on the differences between STLDI, fixed indemnity excepted benefits coverage, and comprehensive coverage.
PCORI FEE PAYMENT
Plan sponsors of self-funded medical plans, including health reimbursement arrangements (HRAs), were required to report and pay fees to the Patient-Centered Outcomes Research Institute (PCORI) by July 31. This fee on group health plans was created through the 2010 Patient Protection and Affordable Care Act (ACA).
Research funded by PCORI concentrates on healthcare challenges faced by families every day, including cancer, diabetes, maternal mortality, opioid addiction, mental health, and equitable access to care, among many others.
If you believe you should have paid this fee, contact your broker for information, and access additional information including Form 720 for to submit the fee.
GROUP HEALTH PLANS ENCOURAGED TO EXPAND ENROLLMENT PERIOD FOR INDIVIDUALS LOSING MEDICAID AND CHIP
In a letter dated July 20, 2023, from the Center for Medicare and Medicaid Services (CMS) to employers, plan sponsors, and issuers, the Biden Administration encouraged these entities to offer additional enrollment opportunities in group health plans for employees and their dependents who are losing coverage under Medicaid.
The U.S. is experiencing a health coverage transition due to the COVID-19 pandemic. The pause on Medicaid coverage verifications and terminations ended on March 31, 2023, and state Medicaid agencies are now resuming regular eligibility and enrollment operations, which include renewing coverage for eligible individuals and terminating coverage for those no longer eligible.
According to a Department of Health & Human Services report, about 3.8 million individuals who lose Medicaid eligibility could be eligible for employment-based coverage. The Administration believes that many people may need more than the typical 60-day window after losing Medicaid or Children’s Health Insurance Program (CHIP) coverage to apply for and enroll in other coverage, especially considering the unique circumstances surrounding the resumption of Medicaid and CHIP renewals.
To address this concern, CMS has announced a temporary special enrollment period on HealthCare.gov. Marketplace-eligible individuals who lose Medicaid or CHIP coverage and come to HealthCare.gov between March 31, 2023, and July 31, 2024, will be able to enroll. Employers are encouraged to follow suit by expanding special enrollment periods for individuals losing Medicaid or CHIP coverage. These changes would require a plan amendment and approval from the insurance carrier.
Employers interested in sharing this with employees should provide information about Medicaid and CHIP renewals to employees and encourage them to update their contact information with their state agency, using CMS resources available at www.medicaid.gov/unwinding. Employers can voluntarily open enrollment in their employment-based plan for those losing Medicaid or CHIP coverage.
PROPOSED RULES MAY IMPACT MHPAEA AND NQTL DATA COLLECTION
On July 25, 2023, the U.S. Departments of Treasury, Labor, and Health and Human Services (the “Departments”) issued a comprehensive set of guidelines to help employers comply with the requirements of the Mental Health Parity and Addiction Equity Act (MHPAEA). The guidelines, including definitions and examples, emphasize the importance of access to mental health and substance abuse treatment, and data collection for the production of analysis reports.
A new rule focuses on networks having an adequate number of appropriate providers. Low reimbursement rates for behavioral health care providers compared to primary care providers negatively impact access to care. Plans must collect and analyze network adequacy data and provider reimbursement rates to address this issue.
The guidelines also establish specific content and delivery requirements for the non-quantitative treatment limitations (NQTL) comparative analysis and set minimum data collection standards. The Departments expressed dissatisfaction with the current state of plans compliance with the NQTL analysis requirements and aim to bridge the gap with the proposed regulations.
These regulations are still in the proposal stage, and incoming comments may lead to modifications. Employers should review the guidelines with their brokers, paying particular attention to their network providers, as access to mental health and substance abuse disorder care is a top priority.
QUESTION OF THE MONTH
Q: My staff count has been fluctuating around 50 for some time. How do I know if or when I need to offer health insurance to my employees?
A: Whether an employer is an applicable large employer (ALE) is determined each calendar year, and generally depends on the average size of an employer’s workforce during the prior year.
If an employer has fewer than 50 full-time employees, including full-time equivalent employees, on average during the prior year, the employer is not an ALE for the current calendar year and therefore not subject to the employer shared responsibility provisions or the reporting provisions for the current year.
If an employer has at least 50 full-time employees, including full-time equivalent employees, on average during the prior year, the employer is an ALE for the current calendar year, and is therefore subject to the employer shared responsibility provisions and the reporting provisions.
| This information is general in nature and provided for educational purposes only. It is not intended to provide legal advice. You should not act on this information without consulting legal counsel or other knowledgeable advisors. |
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©2023 United Benefit Advisors |
by admin | Aug 15, 2023 | Health Insurance
Health insurance may not be the most exciting thing to shop for but it’s one of the most important things that you can buy for yourself and for your family. Having health insurance has many benefits. It protects you and your family from financial loss in the same way that home or car insurance does. Even if you are in good health, you never know when you might have an accident or get sick.
Here are some key advantages of having health insurance:
- Access to Medical Care: Health insurance provides you with access to a network of healthcare providers, hospitals, and specialists. It ensures that you can receive timely medical attention when needed, promoting early diagnosis and treatment.
- Financial Protection: One of the most significant benefits of health insurance is the financial protection it provides. Medical expenses can be substantial, especially in the case of major illnesses, surgeries, or emergencies. Health insurance helps mitigate these costs, preventing individuals from facing overwhelming medical bills and potential debt.
- Preventive Care: Health insurance plans cover preventive services at no cost if you use an in-network provider. This includes routine check-ups, vaccinations, screenings, and counseling services.
- Coverage for Essential Health Services: Health insurance plans typically cover essential health services, such as hospitalization, emergency care, prescription drugs, maternity care, mental health services, and rehabilitation.
- Health and Wellness Programs: Some health insurance plans offer additional benefits such as wellness programs, gym memberships, and access to health management tools. These initiatives encourage you to adopt a healthier lifestyle, manage chronic conditions, and take proactive steps towards improving your overall well-being.
- Specialist Care and Treatment: Health insurance often covers specialized medical care, including consultations with specialists, diagnostic tests, and treatments. Having access to specialists can be crucial for managing complex or chronic conditions effectively.
- Family Coverage: Health insurance plans often provide coverage for family members, including spouses and dependent children.
- Peace of Mind: Knowing that you have health insurance can bring peace of mind, reducing stress and anxiety about potential medical expenses. It allows you to focus on your health and recovery without the added burden of worrying about the financial implications.
Your health is your most valued asset. With a good health insurance plan, you help protect the health and financial future of yourself and your family for a lifetime. It’s important to note that the specific benefits and coverage may vary depending on the health insurance plan, provider, and local regulations. Make sure to review and understand the terms and conditions of a health insurance policy before enrolling.
by admin | Aug 7, 2023 | Human Resources
Gallup recently sounded the alarm on the employee engagement crisis. A survey revealed that nearly 60% of 120,000 of the world’s workers are quiet quitting or not engaging, and 18% are actively disengaged, which Gallup labeled as loud quitting.
This is a surprise to the public, but Human Resources professionals saw this coming. In the State of HR survey, they listed employee engagement as their number one priority and burnout as the biggest challenge. In 2022, employees had returned to pre-pandemic levels of engagement before media attention turned to quiet quitting. This was a phrase used to describe people setting boundaries with their employees, sticking to a fixed schedule, and meeting requirements of their job without going above and beyond.
What Is Loud Quitting?
In the early days of quiet quitting, many in HR rolled their eyes because this was nothing new and workers have a right to set boundaries. Not everyone has to be ambitious. Sometimes, it’s just about fulfilling basic duties to earn that paycheck.
Loud quitting is distinctly different. It’s akin to burning bridges, which HR Exchange Network does not recommend in any instance. Workers simply don’t know if their paths will ever cross with these employers, HR professionals, or colleagues again. It breeds a lack of trust and can mar one’s reputation. Gallup uses this definition to describe loud quitting:
“These employees take actions that directly harm the organization, undercutting its goals and opposing its leaders. At some point along the way, the trust between employee and employer was severely broken. Or the employee has been woefully mismatched to a role, causing constant crises.”
This is a serious charge. At a time when the world is grappling with an uncertain economy, and the World Bank warned that businesses may be facing a decade of decline without economic growth, this news is even more disturbing. After all, Gallup estimates that low engagement costs the global economy $8.8 trillion and accounts for 9% of global GDP. Imagine how that plays out in one company.
How Should HR Respond?
Human Resources must pay close attention to employee engagement and experience. This is a challenging time for everyone. People are experiencing anxiety that lingers from the pandemic and is exacerbated by financial concerns. In addition, many companies, especially in the tech sector, are conducting layoffs, hiring freezes, budget cuts, and restructuring. This means those who are still employed are taking on more work, which can lead to feeling overwhelmed at best and burnout at worst.
ADMIT YOU HAVE A PROBLEM
Human Resources must be attentive to what’s happening with employees. Using feedback surveys allows HR to hear from workers and recognize if there are problems. However, even without feedback surveys, HR professionals can use their eyes and ears to recognize if people are being overworked, having issues with managers and colleagues, or simply checking out.
MAINTAIN FOCUS ON MENTAL HEALTH AND WELLNESS
In the Gallup survey, 44% of workers said they experienced a lot of stress the previous day. The circumstances of work today by themselves are causing anxiety. Therefore, mental health and wellness benefits must remain a priority. Employees have come to expect companies to show their care and concern by providing them with the means to tend to their physical and mental health. When employers are asking people to do more with less, they should be prepared to help them deal with the consequences.
KEEP AN EYE ON DEI EFFORTS
In the last year, diversity and inclusion programs have taken a hit. Employers laid off DEI leaders or cut resources. But DEI is vital to employee engagement. Providing people with that sense of belonging and making them feel heard and valued, which are all part of any decent DEI program, are essential to keeping people engaged.
HELP MANAGERS BE BETTER
Many in HR have said, “People quit managers, not jobs!” This mantra is often said because it is true. In fact, Gallup suggests that HR address this engagement crisis by focusing on top talent and giving them better managers. The fact is that HR has been asking much of managers these days.
In addition to ensure tasks get done, projects are completed, and results improve, they also must show empathy, help people with their wellness and well-being, and encourage a culture of inclusiveness. These are not easy tasks, and many never get training or help meeting these goals. Training managers on both hard and soft skills prepares them for the new expectations of employees and positions them to garner more engagement.
By Francesca Di Meglio
Originally posted on HR Exchange Network
