by admin | Aug 30, 2022 | Employee Benefits
Inflation is a silent budget killer- it causes everything to go up, from your groceries to your gas, as the purchasing power of money decreases. Americans are feeling the pinch as the U.S. experiences the highest inflation level in 40 years.
Inflation has been particularly frustrating for Americans who are struggling to pay for items such as housing, food, energy, and vehicles. However, consumer goods aren’t the only thing that have increased – employee benefit costs are also on the rise. With rising inflation rates, many employers are struggling with rising healthcare costs. A survey of large employers from the Kaiser Family Foundation found that 96% of respondents agree that the high costs of offering healthcare to their employees are excessive.
With inflation increasing, you may be tempted to cut benefits packages, but now more than ever, a generous benefits and perks package is crucial to retaining employees. In fact, 63% of companies say that retaining is harder than hiring them. Amidst the Great Resignation, HR is having to figure out how to alleviate the increasing benefit costs without passing those costs on to their employees and facing even greater turnover. Fortunately, there are some strategies that employers can use to remain competitive in today’s market while still providing quality benefits for their employees:
- Foster a Healthy Workforce – The healthier your employees are, the less likely they are to have extensive healthcare costs. Wellness programs are a great way to promote a healthy lifestyle. A cost-effective way to provide wellness benefits while helping employees through periods of high inflation is through a wellness stipend. With a wellness stipend, you reimburse your employees for their wellness costs such as gym memberships, home exercise equipment and wellness apps.
- Encourage the Use of Virtual Medical Services – With telemedicine, employees can schedule an appointment with your health care provider or specialist. They don’t have to drive to the doctor’s office, park or sit in a waiting room. They can see their doctor from the comfort of their bed or sofa which makes it easier to fit into a busy schedule. Telemedicine appointments are usually short visits, so employees can get back to work more quickly.
- Supplement Your Group Plan With a Group Coverage HRA – One strategy employers can implement to lower costs while extending coverage is to add a high deductible health plan(HDHP) to their group plan offerings and supplement it with a group coverage HRA (GCHRA), also known as an integrated HRA.
- Eliminate Benefits that Employees Don’t Use – Take a microscopic look at all the benefits you provide. Do you see any that aren’t being utilized enough to justify the cost of providing them? A great way to learn which of your benefits your employees are and aren’t using is by sending out an employee benefits survey. Your company can then invest the money from underused benefits to something that your employees value more.
While it may be tempting to simply reduce your benefits offerings during periods of inflation, it doesn’t have to be that way. Comprehensive benefits attract better employees and retain them for the long haul—meaning employers benefit from a more productive and satisfied workforce.
by admin | Aug 23, 2022 | Human Resources, Workplace
The Great Resignation has paved the way for resignation remorse, according to a number of publications. In fact, 72% of the 2,500 U.S. workers surveyed by The Muse said their new role or company was very different from what they had been led to believe. For HR leaders still dealing with a labor shortage or simply trying to fill open positions, this news could help.
Ideally, HR professionals are tracking employees and can address issues before the valued employee decides to quit. Predictive analytics can prove beneficial in these cases. However, sometimes, there’s nothing HR can do, until and unless ex-employees realize they made a mistake.
Learn about how HR can capitalize on resignation remorse:
Court Departing Talent
Some employees are not a good fit, and it might even be a relief when they give notice. However, there are many employees that HR professionals and hiring managers wish would stay. Always make a person’s exit a positive experience.
To start, express disappointment when a valuable employee quits. If possible, see if there is any way to get him or her to stay. Conduct an exit interview to pinpoint the reasons the employee decided to quit. Sometimes, the answer will be as simple as receiving a higher salary. Often, there’s not much HR can do about that kind of resignation.
However, there are other reasons people leave jobs. Maybe they need more flexibility because they are parents. Perhaps, they want to a job that gives them more of a sense of purpose. HR professionals have an opportunity to share ways they could have accommodated those needs.
Even if the employees are still going to move on, they will know of the possibilities should they ever want to return. Of course, let them know they could always come back to interview again should there be openings that might be a good fit.
Create an Alumni Network
Speakers at the recent Employee Engagement and Experience event talked about the employer brand. One of the ideas that many companies have had is staying engaged with employees who leave the company. Previously, the idea was simply for the employee not to burn a bridge.
However, now some employers are reaching out and staying connected to former employees, who have had positive experiences. They ask them to spread the word about their time with the organization and recommend job candidates. HR leaders can stay connected on social media to promote the company and follow the achievements of their former employees. Sometimes, these groups of alumni form organically online. It’s just a matter of discovering them.
Stay in Touch
At top business schools, people always talk about proper ways to network. One of the biggest bits of advice is to connect with people regularly for the sole purpose of checking in. In other words, one should not reach out simply for transactional purposes.
HR professionals can come up with a schedule for dropping a note to stellar, former employees who could be an ambassador. Of course, they should follow them on social media, and they can celebrate new achievements. The point is to develop a relationship, so this ex-employee can either promote the employer brand or return to the company at some point.
Actively Recruit Alumni
Not every former employee is going to be a good fit for a comeback. Some will, however. They come back to the company with certain benefits to the employer. They know the basics of how the place works. Even if things must have changed while they were gone, they still have some contacts and basic institutional knowledge. They will not require as much training. Most importantly, they have likely picked up new skills in their time away.
As a result, HR professionals should use this alumni network to actively recruit for positions. Even if the alumnus is not interested, he may be able to connect you to others, who would be a good fit. The bottom line is that HR professionals should stay connected to former employees as part of a complete and innovative recruiting strategy.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Aug 23, 2022 | Hot Topics, Human Resources
Today’s offices potentially span five full generations ranging from Generation Z to the Silent Generation. A coworker could just as easily be raised with a smart phone in hand as they could have used a typewriter at their first job. Some see differences between generational colleagues as an annoyance (“kids these days!”) and many rely on generational stereotypes as fact. Current research questions the validity of generational stereotypes. This series uncovers top generational myths as a strategy to support a diverse and healthy employee population.
The U.S. population soared following World War II and this surge created the aptly named Baby Boomer generation. This generation was born between 1946 and 1964 and represents the eldest colleagues at work. The top three myths of Baby Boomers include:
- Baby Boomers don’t understand technology.
This stereotype has been overplayed in popular media. (The older colleague scared of Excel who needs to call the helpdesk to send a Slack message.) The truth is that a member of this generation (Tim Berners-Lee, to be exact) invented the internet. And while their zeal for new apps will likely not match your fresh college graduates, they are still more than capable. Between 76% and 81% of Boomers go online regularly. Give them a chance.
- Boomers are traditionalists.
The real question is, how are you defining tradition? Because Baby Boomers were the firsts in a lot of meaningful areas that can hardly be called traditional. Many Baby Boomers were idealists and had no problem taking action to support their social and political visions. This same vigor is seen in the workplace. For example, more Boomer women entered the job force than prior generations, increasing representation in the workplace. Just because this generation doesn’t share some of the same proclivities as younger generations, don’t assume they won’t speak up for what they want or will accept the status quo.
- Boomers are ready to exit the workforce.
With the older members of this generation approaching 80 years old, many assume this group is on its way out the door. The facts tell a different story. A 2018 Pew Research Study showed that close to 30% of Boomers in the 65-to-72-year age range were engaged in looking for a job or working. Baby Boomers aren’t sitting back on their heels (nor can they with the additional income needed to support the longer lives they lead in comparison to their parents’ generation). They want to stay connected with the workforce whether this is staying on staff in a full-time capacity or finding a part-time job where they can explore their hobbies. Boomers make great mentors as well so don’t pass up this opportunity to learn from your elders.
Baby Boomers had, and still have, a heavy pull in corporate America. This is a result of their group’s size, as well as their plans to stick around the office longer than expected. They may be more technology savvy than assumed and can’t be boxed into the traditionalist category. Finally, Baby Boomers are full of institutional knowledge that other generations should soak up.
This is the last article in the multi-generational myths series and can serve as a warning to not judge a book by its cover. While generations are affected by similar political, social, and economic events, they also develop in nuanced ways.
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by admin | Aug 18, 2022 | Workplace
The Americans with Disabilities Act of 1990 makes it illegal for companies to discriminate in employment against a qualified individual with a disability, according to the U.S. Equal Opportunity Commission (EEOC). This legislation, which has been amended in the years since it was originally signed into law, provides guidelines to employers for accommodating and being fair to the differently abled.
There are limitations to protection.
“An individual with a disability must also be qualified to perform the essential functions of the job with or without reasonable accommodation, in order to be protected by the ADA,” according to the EEOC. Specifically, they must meet the requirements set by the employer for education, employment experience, skills, licenses, and other job-related standards. In addition, they must also perform their job obligations with or without accommodations.
The job description matters.
In the eyes of the law, the job description matters because it will be considered proof of the requirements and duties the employee – regardless of disability – must perform. Therefore, HR leaders should carefully craft job descriptions.
This is actually a good fit with a general trend of greater transparency and a hiring process that is more likely to help employers find a good match in job candidates to avoid attrition. People should know what their days will be like, how they can succeed on the job, and what tasks they will have to accomplish.
Accommodation is not as simple as it sounds.
Reasonable accommodation refers to making a change or modification to make it possible for a qualified applicant or employee, who is disabled, to apply for the job, do the job, and experience treatment equal to others. In the legal sense, this could mean providing devices, making the workplace accommodating with structures like doorways wide enough for wheelchairs, and providing interpreters.
There is a caveat to providing reasonable accommodation. Some might see it as a loophole:
“It is a violation of the ADA to fail to provide reasonable accommodation to the known physical or mental limitations of a qualified individual with a disability, unless to do so would impose an undue hardship on the operation of your business,” according to EEOC. “Undue hardship means that the accommodation would require significant difficulty or expense.”
While employers are not legally required to make all the changes, many are trying to equip their workplace so it is more welcoming to their diverse group of employees. Some are making any content on the internet accessible. Other examples might include removing lighting that would disturb those with photosensitive conditions.
Be aware of the limits to your questioning.
HR professionals should know that they cannot ask job candidates if they are disabled or about the severity of their disability. No one can require a medical exam before making a job offer. However, HR leaders and hiring managers can ask about the person’s qualifications and abilities to do the tasks of the job.
The ADA works into DEI strategies.
The ADA provides a kind of roadmap for employers interested in hiring and accommodating disabled employees. The workforce should reflect the outside community. Certainly, disabled Americans are in the real world, and they can contribute and excel. Ignoring their potential simply because of a disability is a missed opportunity.
One in four Americans has a disability, according to the Centers for Disease Control (CDC). Yet, only about 19% of workers in the United States are disabled. More HR leaders, however, are recognizing that they should never define a person by his or her disability. They should instead recognize the merits of their candidacy and consider them for jobs.
In fact, diversity in recruitment and hiring is a solution to the labor shortage. The CDC also reports that more than 45% of disabled adults have functional disabilities. Now, many companies can hire disabled people to work remotely, which would not require making changes to an office or workspace for accommodation.
Ultimately, by considering the requirements of the ADA and recognizing what their company can do to accommodate those with disabilities, HR professionals can open a new pipeline of talent. In addition, they can extend their reach and continue to diversify their workforce.
By Francesca Di Meglio
Originally posted on HR Exchange Network
by admin | Aug 9, 2022 | Hot Topics
All too often, illness or injury appears out of the blue: You wake up in the middle of the night with intense abdominal pain. You stumble while carrying groceries up a flight of stairs and can no longer put weight on your swollen ankle. Or your baby spikes a high fever on the weekend.
These situations are stressful and it’s hard to think when you’re under stress. But you need to decide where to go to get medical care for yourself or a loved one. Understanding the levels of acute medical care before you need it can help you focus and get the appropriate help quickly.
Urgent care centers and emergency rooms are both great options for times when you are unable to see your primary care physician (PCP). The reasons for choosing these facilities can be because the injury or sickness has occurred outside normal office hours for your doctor or that you are out of town when an emergency hits. As you know, the first choice for non-life or limb-threatening conditions should be your regular doctor—they will have your medical history on file and your medication list at the ready. When this is not an option, you will need to make the choice on what level of care you need.
Urgent Care Centers
Urgent care centers fill the gap between when you are sick or minorly injured but cannot see your PCP and when you can’t wait for an appointment. Most urgent care locations are staffed by doctors or physician’s assistants. These centers can get you in and out quickly and some even take appointments. Since you will not see your PCP at these clinics, it’s always best to bring a copy of all the medications and dosages of meds you take. If you have a special condition, like epilepsy, make sure you disclose that to the urgent care provider you see. Most have access to x-ray machines and basic diagnostic tests. The typical range of costs for care at these centers is between $150-$200.
Here are some conditions that typically can be seen at urgent care centers:
- Fevers, flu or cold symptoms
- Ear infections
- Bronchitis
- Smaller cuts that may require stitches
- Urinary tract infections
- Vomiting or diarrhea
- Rashes
Emergency Room Care
Hospital emergency rooms provide care for life and limb-threatening situations ranging from heart attack and stroke to car accident injuries. Staffed by physicians, nurses, and specialists, emergency rooms have access to highly knowledgeable and diverse medical teams. In emergency rooms, care is given to the most serious injury/illness first—not on a first-come, first-served basis. Because of this, wait times in emergency rooms are widely varied and may be into a several hours-long wait. Again, it is wise to bring a list of any medications, both prescribed and over-the-counter, with you when seeking care since the ER will not have this information from your PCP. The average cost of an emergency room visit costs $2,200 according to UnitedHealthcare.
Symptoms that are best evaluated in an emergency room include:
- Chest pain or difficulty breathing
- Weakness/numbness on one side
- Serious burns
- Head or eye injury
- Concussion/confusion
- Broken bones and dislocated joints
- Seizures
- Severe cuts that may require stitches
- Pregnancy Complications
- Any condition that you think may need surgery or a stay in the hospital
When faced with the decision to visit an urgent care center or emergency room, you have to first evaluate your symptoms. Once you have done this, ask yourself this question, “Does this condition have the possibility of permanently impairing or endangering your life?” If the answer is “yes,” then you have an emergency and should proceed to the nearest hospital ER. If the answer is “no,” then head over to your local urgent care center. You will save yourself time and money by making a good choice on your care.
