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EMPLOYEE
BENEFITS
WATCH2014
thomsons.com
1stEDITION
GLOBAL
2 3THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
(P:04) INTRODUCTION
(P:06) BENEFITS STRATEGY
(P:16) BENEFI...
4
Welcome to the first edition of Global Employee
Benefits Watch, our research into global employee
benefits and communica...
6 7THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
Employee benefits are only one of the key building
blocks ...
8 9THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
BENEFITS STRATEGY
How do you measure the effectiveness of ...
10 11THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
BENEFITS STRATEGY
Which of the following issues are you ...
12 13THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
Strongly disagree 15%
Somewhat disagree 32%
BENEFITS STR...
14 15THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
Which of the following benefits do you offer to your emp...
16 17THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
How do you currently administer and communicate your glo...
18 19THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
BENEFITS ADMINISTRATION
What do you perceive as the main...
20 21THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
As with employee benefits, when it comes to employee
com...
22 23THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
What percentage of your employees are engaged and active...
24 25THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
How frequently do you communicate benefits to your emplo...
26 27THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
Do you have a global benefits brand with which you commu...
28 29THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
Despite a growing global population, the availability
of...
30 31THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
What benefits do you offer for working parents?22 |In wh...
32 33THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
What benefits do you offer to employees caring for an el...
34 35THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014
ABOUT THOMSONS ONLINE BENEFITS
Controlled Costs
Darwin™ ...
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GLOBAL EMPLOYEE
BENEFITS WATCH
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2014 Global Employee Benefits Watch

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Thomsons Online Benefits 2014 Global Employee Benefits Watch analyzes the current concerns and challenges that face multinational organizations as it relates to benefit administration and engagement.

The survey comprised more than 150 HR professionals working globally across EMEA, APAC and the USA, from 48 different industries and covering more than 3 million employees worldwide. The respondents were generally senior executives and managers (25% HR directors, 17% HR managers), compensation and benefits/reward managers (25%) and directors (13%).

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2014 Global Employee Benefits Watch

  1. 1. 1 EMPLOYEE BENEFITS WATCH2014 thomsons.com 1stEDITION GLOBAL
  2. 2. 2 3THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 (P:04) INTRODUCTION (P:06) BENEFITS STRATEGY (P:16) BENEFITS ADMINISTRATION (P:20) EMPLOYEE ENGAGEMENT & COMMUNICATIONS (P:28) EMPLOYEE CONCERNS (P:33) METHODOLOGY & SAMPLE (P:34) ABOUT THOMSONS ONLINE BENEFITS (P:35) APPENDIX CONTENTS 2 foraround40%ofcompanies, flexmeansablendofselling benefits,flexingriskbenefits andsalarysacrifice
  3. 3. 4 Welcome to the first edition of Global Employee Benefits Watch, our research into global employee benefits and communication. We’d like to thank all those that took the time to participate, giving us a great insight into what’s set to happen in this space over the next 12 months. With increased globalization, as companies expand into new markets and on-board new employees in multiple countries, HR teams are encountering new complexities and challenges. Legislative changes, escalating costs, slashed HR budgets and an uneven economy are just some of the factors organizations are dealing with today, along with the increasing complexity in administrating and communicating benefits to multinational employees. Thomsons Online Benefits 2014 Global Employee Benefits Watch analyzes the current concerns and challenges that face multinational organizations as it relates to benefit administration and engagement. The survey comprised more than 150 HR professionals working globally across EMEA, APAC and the USA, from 48 different industries and covering more than 3 million employees worldwide. The respondents were generally senior executives and managers (25% HR directors, 17% HR managers), compensation and benefits/reward managers (25%) and directors (13%). Our research has revealed that organizations are continuing to make gradual changes and shifts to their benefits plans in the wake of the challenges faced. It has also pinpointed an increasing need for global companies to create a unified approach to control their global reward message and offer a consistent experience for internationally located employees, as well as implement solutions that will allow them to demonstrate the value of benefits investment on an individual employee level. >60% of companies experience issues with administrating benefits globally 4 5 Some key findings: • Less than half of those surveyed (49%) had a written global benefits strategy in place at their organization. • More than 60% faced issues regarding global benefits administration efficiency, and 53% cited burden on internal resources as their biggest benefits administration issue. • The most common challenge regarding global benefits strategy for multinationals was their employees’ lack of understanding of the value of the organization’s total reward program (50%). • Improving employee engagement and communications were among the top HR challenges globally. • Nearly half (49%) of companies reported that their approach to administering and communicating global benefits varies from country to country, and 83% lack a branded rewards program. • 69% of companies believe they’ll face a shortage of qualified workers within the next five years. • More than one-third (35%) of companies will change their recruitment focus, as more marginalized workers become increasingly important (24% will hire younger employees, 10% of will hire older workers and 23% will rehire retired employees). • But 38% of companies cite difficulty in providing a flexible strategy for these different demographics and the diverse needs of its workforce (only 4% offer on-site child care, 41% offer nothing for employees caring for an elderly parent). It is our hope that by raising awareness of these challenges, organizations can proactively address them, enabling global businesses to dramatically improve their benefits strategy and administration, as well as employee engagement and overall appreciation for their total reward packages. GLOBAL EMPLOYEE BENEFITS WATCH 2014 Chris Wakely | Senior Vice President, Enterprise
  4. 4. 6 7THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 Employee benefits are only one of the key building blocks of an organization’s total reward, and even then, reward is only one of the elements an employee will consider as part of their employer’s proposition to them. For global companies, deciding on a unified benefits strategy is far more challenging than for businesses based in one location. When operating only in one country companies may only need to worry about one benefits package, but matters get more difficult as your business grows, where suddenly you are in 50 countries with different expectations, legislation and working cultures. However, organizations that get the proposition right are empowered to attract and retain their talent and improve employee engagement, which is especially crucial considering the current war for talent in certain industries such as technology, pharmaceuticals and financial services. Indeed, 58% of respondents feel that the biggest people challenge facing their HR team is in helping their organization attract and retain talent. Effective benefits strategy becomes key when you compete with other companies not only to attract, but to convince people to stay. It goes beyond just raising their basic pay as half of surveyed HR professionals cited lack of understanding of total reward value amongst employees as one of their biggest issues in relation to their global benefits strategy. Outside of this, aligning benefits practices with business goals (46%), maintaining a competitive employer proposition (44%) and employee engagement (35%) are cited as their biggest people challenges. This could be a motivational issue closely linked to the challenge of how to communicate the right messages to inspire the workforce, and encourage behaviour that will contribute towards better company performance. It is interesting to see that 57% of respondents believe their strategy is effective in meeting their objectives and more than half of respondents rely on employee engagement surveys (62%) and turnover statistics (56%) to measure its effectiveness. This largely varies by regions, and, surprisingly, 55% of US based HR professionals reported they don’t measure the effectiveness of their global reward strategy at all, while 36% relied on line manager’s feedback. This probably explains why 44% globally and 73% in the US alone are having difficulty demonstrating return on investment to key stakeholders. This raises a question as to whether in 2014 companies will be able to ensure they have the right global reward strategy in place to attract key talent, and moreover whether they will be able to assess and report on its effectiveness around the world, as the pressures on costs continue to escalate (reported by 40% of respondents). BENEFITS STRATEGY Do you currently have a written global benefits strategy?1 | What are the top 3 underlying objectives of your global benefits strategy?2 | 58% To attract and retain talent 46% To align benefits practices with business goals/strategy 44% To maintain a competitive employer proposition 35% To enhance employee engagement 2% 4% 34% To ensure consistency and fairness in how individuals are rewarded Other To promote employee protection wellbeing To drive individual performance 26% To attract and retain a balanced and diverse workforce 22% To drive better business performance 14% 13% To enable global mobility 5% Don’t know 49% Yes 46% No
  5. 5. 8 9THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 BENEFITS STRATEGY How do you measure the effectiveness of your benefits strategy?How effective do you believe your global benefits strategy is in meeting these objectives? 4 |3 | 20% 0% Global US EMEA APAC 40% 60% 80% 100% Very effective Don’t know Effective Not very effective Overall, 57% believe their global benefits strategy is effective in meeting their objectives, with US HR professionals being more confident (85%) than other regions and APAC being the least confident (52% believe their reward strategy is not effective). The majority of respondents (62%) use employee engagement surveys to measure their benefits strategy effectiveness, which is of course a good starting point, but probably not that effective on its own. 1 in 4 respondents admitted that they don’t currently measure the effectiveness of their benefits strategy at all, and more than half (56%) are using employee turnover statistics, which makes us wonder if it isn’t too late to adjust one’s strategy. While most respondents see recruiting and retaining talent as their top priority only 26% use recruitment statistics to measure the effectiveness of their benefits strategy. This explains why so many (44%) find it difficult to demonstrate the return on investment to key stakeholders. Employee opinion/engagement surveys Employee turnover statistics Line Manager feedback Business performance Recruitment statistics (e.g. no. of applications, time to fill a vacancy) Levels of take up/employee engagement with package We don’t 34% 28% 26% 24% 24% 62% 56% 10% 14% 7% 23% 11% 22% 4% 11% 5% 30% 19% 14% 57% 71% 59% 43%
  6. 6. 10 11THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 BENEFITS STRATEGY Which of the following issues are you currently experiencing in relation to your global benefits strategy?5 | Poor communication and low levels of employee engagement 41%18% 30%33% High levels of processing administration errors 16%4%10% 9% Not competitive in certain countries 29% 30% 30%9% Unsecured, sensitive personal data transferred between your company and benefit providers 2% 3%0% 0% Global US EMEA APAC Difficulty reporting globally on total reward costs 73% 38% 48% 24% Escalating costs to remain competitive 40% 26% 65% 27% High costs of expats 15%20% 18% 30% High levels of administration 24%28% 36% 37% Difficulty demonstrating return on investment to key stakeholders 44% 41% 41% 73% Lack of understanding of value of total rewards amongst employees 55%50% 51%48% Difficulty in providing a flexible global benefits strategy for different demographics 33%38% 9% 54% Comparing global data versus regional we noticed some interesting differences between regions. For instance, while 73% of US respondents are struggling with reporting globally on total reward costs, their counterparts in Asia Pacific are more concerned with escalating costs to remain competitive. However, across all regions half of respondents are experiencing issues with a lack of understanding of value of total reward amongst employees. Global US EMEA APAC Difficulty in providing a flexible global benefits strategy for working parents 4%9% 9% 11%
  7. 7. 12 13THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 Strongly disagree 15% Somewhat disagree 32% BENEFITS STRATEGY Does your company enable employees’ flexibility over the choices and level of benefits they have?7 | Only 15% of global companies offer flexibility over the choices and level of benefits they have in all locations. A further quarter would like to provide the flexibility, but are perhaps unable given the way they are currently administrating and communicating benefits. 43% 15%18% 24% Yes - in all locations No – no plans to implement No – but we would like to Yes – in some locations Would you agree that you have accurate global total benefits costs?6 | Strongly agree 7% Somewhat agree 46%
  8. 8. 14 15THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 Which of the following benefits do you offer to your employees across all regions?8 | While it is not surprising that the majority offers medical (81%), life (67%) and travel (55%) insurance across all regions, we see that 41% report having different benefits depending on the country or region. This highlights the complexity that multinational companies have to deal with when it comes to administrating and communicating their benefits globally as well as managing all benefit providers and controlling total reward costs. 81% Medical Insurance 67% Life Insurance 55% Travel and Accident Insurance 46% Company car/ car allowance Occupational Health Services (13%) On-site Catering (9%) Holiday Buy / Sell (8%) Housing (8%) Healthcare Cash Plan (8%) Other (3%) 25% Paid Parental Leave 21% Income Protection 18% Free Fruit 16% Gym Memberships/ On-site Gym 15% Loans 31% Health Screening 44% Critical Illness Cover 41% Benefits vary significantly depending on the country/region 37% Flexible Working 34% Travel Insurance 34% Employee Assistance Program 33% Retirement Plan 38% Dental and/or Vision Insurance BENEFITS STRATEGY
  9. 9. 16 17THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 How do you currently administer and communicate your global benefits program to employees?9 | 49% don’t have a consistent approach to benefits administration, but 66% would prefer to use software globally Use a different method for different countries 49% 21% Would prefer toCurrently Using manual processes 18% 4% Using global employee engagement and benefits management software 11% 35% Using HR software 15% 31% Other 4% 5% Using local brokers’ software 4%3% Benefits administration is inherently complex. It often involves some degree of manual administration, with multiple providers and many different administrative processes varying from benefit to benefit. Administering your benefits programs globally can be an even bigger challenge as every region and every country is different, requiring different benefits processes from country to country. This could explain the lack of consistency in the way benefits are currently administered inside one organization around the world. Less than 30% of respondents are using some type of software to administer and communicate their benefits globally, while almost half (49%) have a different approach and a mix of manual processes and software in each country. At the same time we see an increasing need for global companies to implement solutions that will allow them to demonstrate the value of their total reward investment on an individual employee level as 53% are experiencing a burden on internal resources with administrating benefits and 39% are having difficulty reporting globally. Not surprisingly, the majority (66%) would much rather use global software such as dedicated global benefits management (35%) or HR software (31%). A quarter of multinationals already use software to manage their benefits, so what is stopping more organizations from implementing global benefits software? Getting a buy in from head office (23%) or regional teams (22%) is seen by HR professionals as the main challenge in introducing a global solution. BENEFITS ADMINISTRATION
  10. 10. 18 19THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 BENEFITS ADMINISTRATION What do you perceive as the main challenge involved in introducing global employee engagement and benefits management software?11 |10 | There doesn’t seem to be one stand-out challenge that companies are experiencing in introducing global employee engagement and benefits software. Nevertheless, getting buy in from head or regional offices seems to be the biggest problem, which we can assume results from being unable to demonstrate the return on investment on their current benefits strategy as well as report on costs globally. 23% 22% 15% 16% 5% 19% Getting buy in from head office Getting buy in from regional/country teams Project managing a global project implementation Selecting an appropriate supplier Other Articulating the business case for change What are your biggest issues with regards to the administration of your global benefits package? Two thirds (66%) of respondents struggle with the administrative efficiency of their benefit providers, and more than half (53%) feel the burden on internal resources. Administrative efficiency of benefit providers Burden on internal resources Difficulty in reporting globally Managing large number of global benefit providers Low levels of employee enrollment Number of errors/complaints 17% 14% 66% 53% 39% 34%
  11. 11. 20 21THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 As with employee benefits, when it comes to employee communication, one size does not fit all. Employees need different things from their benefits at different stages in their lives. From claiming on a policy, to adding a new dependent, interaction with their benefits is ongoing throughout their careers. Basically, communication can be seen as any interaction the employee has with their benefits. With so many touch-points to manage, ensuring the accuracy and consistency of messages can prove very difficult, especially when employers have 10-15 benefits per country and employees who are at a range of different life and career stages. Therefore it is understandable why 33% see employee engagement as one of the main HR pain points. Although the majority (76%) perceive their communications as effective in informing employees about their benefits, 17% don’t know what percentage of employees are engaged and actively managing their benefits, and 40% believe that less than half of workforce is engaged. This is easily explained when you look at the communication methods and its frequency. Responses show that the most common approaches to communication are still very basic in today’s multimedia world, with employers using their intranet (53%), 1-on-1 sessions (52%) and direct mail (50%) to deliver information. This is definitely not in line with the fact that today, 29% of the global workforce is characterized as ‘anytime, anywhere information workers’ – i.e. who use three or more devices, work from multiple locations, and use many apps. Mobile Adoption Trends by Forrester projects that there will be 905 million tablets in use for work and home globally by 2017 [1]. However, only 3% of employers use mobile, 8% social media and 5% richer content such as video to reach their employees. The consumerization of IT in companies is inevitable and it impacts user satisfaction, productivity and business agility. As employees continue to reinvent workplace technology, the main question will be: how can HR help companies reinvent themselves to keep up with the changing expectations of today’s tech-savvy talent? HR technology platforms should be optimized for any device and incorporate everything from email to text messages. That way, employees can choose their communication method and receive automated messages based on their preference. Another aspect to consider is frequency of communication and engaging with employees. Only 7% of employers actively interact with their employees about their benefits on a monthly basis, with 26% doing so once a year or only at the enrollment phase. EMPLOYEE ENGAGEMENT COMMUNICATIONS All of the above seems to suggest that employers need to be doing more to engage their employees, but also obtain feedback on what works for them. Another challenge facing multinational organizations is in creating a unified global brand for all their employee communication. The employee journey, branding, and messaging must remain consistent and build global identity. This is accomplished through harmonized, branded reward and communication programs with the same look, feel and structure across all locations. However, 83% of surveyed employers don’t use a global benefits brand to promote their benefits packages. The opportunity for development in communications seems clear. Creating a simple communications plan, which provides communication relevant to both the point at which the employee is on their journey with their employer and their lifestyle (e.g. single, married with dependants, or approaching retirement) can be a powerful driver of engagement.
  12. 12. 22 23THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 What percentage of your employees are engaged and actively managing their benefits?13 |How would you evaluate your overall employee engagement with your benefits strategy/communications?12 | There is an opportunity for development in communications and branding 63% Somewhat engaged and responsive Very engaged and responsive Not engaged at all 20%17% 36% 32% 8% 7% 17% 60% - 89% 30% - 59% 0% - 29% 90%-100% Don’t know EMPLOYEE ENGAGEMENT COMMUNICATIONS
  13. 13. 24 25THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 How frequently do you communicate benefits to your employees?15 |Do you believe your benefits communications are effective in informing your employees about their benefits?14 | Somewhat agree 64% Strongly disagree 5% Somewhat disagree 19% Strongly agree 12% Not that often (a few times a year) 39% Often (every other month) 28% Not often at all (once a year) 15% Only at the enrollment/ induction phase 11% Very often (at least once a month) 7% EMPLOYEE ENGAGEMENT COMMUNICATIONS
  14. 14. 26 27THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 Do you have a global benefits brand with which you communicate your local benefits practices? Does your company offer employees total reward statements? 17 | 18 | Which of the following employee benefits communications methods do you use?16 | EMPLOYEE ENGAGEMENT COMMUNICATIONS The majority relies on traditional methods of communications – intranet, direct mail and 1-on-1 sessions 83%don’t have a unified global benefits brand 83% 17% No Yes 9%33%58% No Yes - in some locations Yes - in all locations0% Other Social media Paper based materials Direct mail Mobile apps Special events Online education/information 1-on-1 employee benefits information sessions 52% 19% 5% 3% 2% Videos Newsletters Group employee benefits information sessions Internal Network/Intranet 53% 50% 37% 19% 17% 10% 8% 10% 20% 30% 40% 50% 60%
  15. 15. 28 29THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 Despite a growing global population, the availability of skilled workers is actually shrinking. As mentioned previously, sectors like technology and finance that require high skill levels are already in a war for talent. And this will become an even bigger issue as 69% of respondents believe they’ll face a shortage of qualified workers within the next five years. We wondered whether companies were prepared and what kind of proactive measures were under way. More than a third (35%) of companies are looking to change their recruitment effort, with (24% reporting to hire younger employees, 10% older workers and 23% will rehire retired employees). Yet a quarter have no strategy to tackle this problem that will become acute in the next few years. While it is clear that business practices will need to change to appeal to both older and younger workers it seems that a lot of companies (38%) are struggling to provide a flexible strategy for these different demographics and the needs of its workforce (only 4% offer on-site child care; 41% offer nothing for employees caring for an elderly parent). Nearly half of respondents (49%) cited Asia Pacific as the region of the most concern in relation to the aging workforce and shortage of qualified workers. EMPLOYEE CONCERNS In your opinion, within the next five years, how likely is it that your company will face a shortage of qualified workers in some regions?19 | 69%believe they will face a shortage of qualified workers 0% Undecided Very Unlikely Unlikely Somewhat Unlikely Likely Somewhat Likely Very likely 5% 10% 15% 25%20% 35%30% 6% 3% 3% 19% 20% 34% 15%
  16. 16. 30 31THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 What benefits do you offer for working parents?22 |In which region do you see the aging workforce and shortage of qualified workers to be the biggest concern? Has your organization done any of the following to prepare for a potential shortage of workers? 20 | 21 | 37%58%62%82% Paid maternity leave Paid paternity leave Flexible work schedule Paid adoption leave “Bring your child to work” day (9%) On-site child care (4%) On-site changing stations (4%) Other (5%) Child care referral service (18%) Adoption Assistance (14%) None (9%) On-site lactation rooms (20%) EMPLOYEE CONCERNS Asia Pacific (49%) Europe (28%) North America (15%) Middle East (4%) Africa (4%) South America (0%) 44% Conduct workforce planning 35% Change recruitment efforts 25% None 23% Re-hire retired employees 24% Hire younger workers 25%Offer alternative work arrangements such as part-time work, job sharing or telecommuting 33% Increase training opportunities 10% Hire older employees 6% 3%4% Offer phased retirement Offer incentives to delay retirement Other
  17. 17. 32 33THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 What benefits do you offer to employees caring for an elderly parent?23 | EMPLOYEE CONCERNS 41%don’t offer any benefits to employees caring for an elderly parent Emergency backup care provider Elder healthcare plans Information sessions on elder care and benefits Elder care assistance Other Flexible work schedule 47% None 41% 8% 5% 5% 4% 4% 3% Elder care referral services A wide range of global organisations were invited to take part in the Global Employee Benefits Watch in the first quarter of 2014. A total of 150 respondents took part, covering more than 3 million employees worldwide, respondents were asked to complete an online survey regarding their reward strategy and the employee benefits that they offer currently, or intend to offer in the future. The survey questions (split into categories such as benefits strategy, benefits administration, employee engagement and communications and employee concerns) were designed to help understand the drivers and motivations underlying their strategy and to explore their intentions and challenges in the future. METHODOLOGY SAMPLE Manufacturing Banking IT - Hardware Retail 7% 15% 16% 5% 5% Food Beverage 5% Financial Services - Investment 4% Insurance 4% Construction 3% Consulting 3% Education 3% Engineering 3% Transportation 3% Aerospace Defence 2% Business Services 2% Energy 2% Healthcare 2% Hospitality 2% Mining 2% Services 2% Telecommunications 2% RESPONDENT PROFILE - Industry Sectors 0% 5% 10% 15% 20% Other IT - Software Consultancy 4% Oil Gas Pharmaceuticals 4% RESPONDENT PROFILE - Job Role RESPONDENT PROFILE - Level of benefits responsibility HR Director 24% Compensation Benefits / Reward Manager 23% HR Manager 21% Compensation Benefits / Reward Director 13% Other 11% HR Administrator 5% Compensation Benefits / Reward Administrator 1% Payroll Manager 1% Pension Manager 1% 37% 32% 31%Regional Global Local
  18. 18. 34 35THOMSONS ONLINE BENEFITS GLOBAL EMPLOYEE BENEFITS WATCH 2014 ABOUT THOMSONS ONLINE BENEFITS Controlled Costs Darwin™ gives you all the data you need for more efficient benefits spend, and better understanding of one of the largest of your business costs, providing: • A single source of truth for your benefits data. • Better return-on-investment for your benefits spend. • The data you need to empower you to challenge brokers and providers. • Dynamic Total Reward Statements, so that your employees understand and appreciate your benefits spend. Thomsons Online Benefits is the world leader in global benefits management and employee engagement, with our proprietary software, Darwin™. Total DarwinTM clients: 300+ companies Number of countries where Darwin™ is used: 64 Number of languages on Darwin™: 16 Darwin™ is cloud-based global benefits management and employee engagement software, used by some of the world’s most innovative companies like Samsung, Cisco and Microsoft. It leads to: Streamlined Benefits Administration Darwin™ gives you greater accuracy and enables more streamlined benefits by: • Creating automated links with benefit providers, HR and payroll systems, enabling more secure data provision. • Freeing up HR teams from employee queries. • Automating reports, freeing up time for value- adding tasks. • Facilitating benefits management, either locally or via shared services centres. Engaged Employees Darwin™ provides a variety of modules to promote employee engagement by putting them at the centre of their reward experience, including: • An intuitive employee benefits portal, accessible via tablet, making reward comprehensible and enrolment straightforward, empowering employees. • Automated, personalized and targeted online communications. • Integrated video and text help content which de-mystify benefits. • Your reward brand reflected in all communications and throughout the employee experience. Reduced Risk By creating a centralized, encrypted data hub, Darwin™ gives you superior control over your sensitive employee information so that: • Records of all employees’ benefits transactions can be accessed instantly. • A full audit trail of all benefits transactions is automatically generated. • You can define how benefits data can be accessed. foraround40%ofcompanies, flexmeansablendofselling benefits,flexingriskbenefits andsalarysacrifice APPENDIX [1] 2013 Mobile Workforce Adoption Trends
  19. 19. THOMSONS.COM GLOBAL EMPLOYEE BENEFITS WATCH https://twitter.com/ThomsonsOnline EMEA Gordon House 10 Greencoat Place London SW1P 1PH UK T: +44 (0) 203 435 7800 E: contact@thomsons.com W: www.thomsons.com AMERICAS 1426 Burlingame Avenue Burlingame California 94010 USA T: +1 650276 6088 E: contact@thomsons.com W: global.thomsons.com APAC 91 Bencoolen Street #07-03 Sunshine Plaza Singapore 189652 T: +65 6383 1700 E: asiapac@thomsons.com W: global.thomsons.com

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