On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR professionâs general perspective on FLSA overtime exemptions.
SHRMâs 2014 Strategic Benefits Survey collected comprehensive information on wellness initiatives, including use, return on investment and cost savings, as well as the use of incentives and rewards.
This research found that about three-quarters (76%) of respondents indicated their organization offered some type of a wellness program, resource or service to employees. Among these respondents, about one-half reported that employee participation increased last year compared with the year before; the same was true in 2013 and 2012 (56% and 54%, respectively), indicating a pattern of increased use of wellness initiatives over time. More than two-thirds of respondents from organizations that offered wellness initiatives indicated these initiatives were âsomewhat effectiveâ or âvery effectiveâ in reducing the costs of health care in 2014 (72%), 2013 (71%) and 2012 (68%).
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR professionâs general perspective on FLSA overtime exemptions.
SHRMâs 2014 Strategic Benefits Survey collected comprehensive information on wellness initiatives, including use, return on investment and cost savings, as well as the use of incentives and rewards.
This research found that about three-quarters (76%) of respondents indicated their organization offered some type of a wellness program, resource or service to employees. Among these respondents, about one-half reported that employee participation increased last year compared with the year before; the same was true in 2013 and 2012 (56% and 54%, respectively), indicating a pattern of increased use of wellness initiatives over time. More than two-thirds of respondents from organizations that offered wellness initiatives indicated these initiatives were âsomewhat effectiveâ or âvery effectiveâ in reducing the costs of health care in 2014 (72%), 2013 (71%) and 2012 (68%).
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRMâs 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Part 2: Strategic Benefits--Flexible Work Arrangements (FWAs)shrm
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SHRMâs 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
SHRMâs 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organizationâs employees were âvery knowledgeableâ about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were âsomewhat knowledgeable.â When asked how effective their organizationâs employee benefits communications efforts are, just over one-fifth (22%) indicated they âstrongly agreeâ that their organizationâs benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they âsomewhat agree.â However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organizationâs benefits communication materials in the last 12 months.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
Part 4: Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Companies that succeed with flexibility do so because they build a solid business case that speaks to its return on investment; they define exactly what results look like and can measure and have intelligent conversations about success at individual and team levels; and they anticipate and guard against the weakest link â managers who donât easily embrace flexibility. The bottom line: Flexibility initiatives have to be solidly linked to an organizationâs business objectives. Hear how tax services firm Ryan LLC captures all these elements to make its flexibility program work for its employees.
In this session, attendees will learn:
âą Why a company should even consider workplace flexibility.
âą How to have intelligent conversations with employees about flexibilityâs success.
âą How to tame the weakest link that can threaten the success of a workplace flexibility initiative.
Speaker: Delta Emerson, President, Global Shared Services, Ryan
Workplace Flexibility:Creating a Legend in Its Own Timeshrmi
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Workplace Flexibility:Creating a Legend in Its Own Time. Workplace Flexibility is the dynamic relationship about how, when and where work is done and how careers are organized that works for both the employer and the employee.
SHRMâs 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Part 2: Strategic Benefits--Flexible Work Arrangements (FWAs)shrm
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SHRMâs 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
SHRMâs 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organizationâs employees were âvery knowledgeableâ about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were âsomewhat knowledgeable.â When asked how effective their organizationâs employee benefits communications efforts are, just over one-fifth (22%) indicated they âstrongly agreeâ that their organizationâs benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they âsomewhat agree.â However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organizationâs benefits communication materials in the last 12 months.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
Part 4: Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Companies that succeed with flexibility do so because they build a solid business case that speaks to its return on investment; they define exactly what results look like and can measure and have intelligent conversations about success at individual and team levels; and they anticipate and guard against the weakest link â managers who donât easily embrace flexibility. The bottom line: Flexibility initiatives have to be solidly linked to an organizationâs business objectives. Hear how tax services firm Ryan LLC captures all these elements to make its flexibility program work for its employees.
In this session, attendees will learn:
âą Why a company should even consider workplace flexibility.
âą How to have intelligent conversations with employees about flexibilityâs success.
âą How to tame the weakest link that can threaten the success of a workplace flexibility initiative.
Speaker: Delta Emerson, President, Global Shared Services, Ryan
Workplace Flexibility:Creating a Legend in Its Own Timeshrmi
Â
Workplace Flexibility:Creating a Legend in Its Own Time. Workplace Flexibility is the dynamic relationship about how, when and where work is done and how careers are organized that works for both the employer and the employee.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
Â
SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRMâs 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
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SHRMâs 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
SHRMâs 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organizationâs employees were âvery knowledgeableâ about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were âsomewhat knowledgeable.â When asked how effective their organizationâs employee benefits communications efforts are, just over one-fifth (22%) indicated they âstrongly agreeâ that their organizationâs benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they âsomewhat agree.â However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organizationâs benefits communication materials in the last 12 months.
Lessons from the US Perfromance Management System by Donald MoynihanOECD Governance
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Presentation by Donald Moynihan at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
The Society for Human Resource Management (SHRMÂź), the worldâs largest association devoted to human resource management, has collaborated with GloboforceÂź on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organizationâs values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
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SHRMâs 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).