SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
Legal marijuana is poised to become the next Big Tobacco, and has serious implications for employers' bottom line, employee health, and workplace safety
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
SHRM’s 2014 Strategic Benefits Survey: Health Careshrm
SHRM’s 2014 Strategic Benefits Survey collected extensive information on the costs of health care and changes in total costs over time.
This research found that about four-fifths (79%) of respondents from organizations that provided health care coverage to their employees indicated their organization was “very concerned” about controlling health care costs. About one-half of organizations offered educational initiatives related to health and wellness (56%) and/or lower-cost generic prescription drugs (48%) to help control the costs of health care. In terms of employee contributions to the total costs of health care, one-half of respondents indicated their organization increased the employee share of the total costs of health care compared with the previous plan year.
Legal marijuana is poised to become the next Big Tobacco, and has serious implications for employers' bottom line, employee health, and workplace safety
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
SHRM’s 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 organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 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.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
SHRM’s 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 organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 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.
The 2013 Healthcare Benefits Trends Benchmark Study report provides insights into the adoption of new healthcare benefits, health exchanges, wellness, and related topics. The survey polled more than 300 human resources (HR) executives, benefit specialists, and other benefit decision-makers across the country to explore the current state of employee healthcare benefits, as well as the expected healthcare benefits outlook in response to sweeping healthcare reform legislation, also known as the Affordable Care Act (ACA). This includes the shift to defined contribution health plans, the launch of insurance exchanges, and the implementation of wellness plans.
According to a recent EIU survey, nearly 70% of execs say that they consider their organisation's wellness programme to be cost effective. But how is success measured?
'Measuring wellness: From data to insights' is an EIU report sponsored by Humana, which explores the measurement of wellness schemes and uncovers the obstacles to participation and data sharing. Find out more>> bit.ly/MWell1
Stuart Rudner spoke at the Benefits3 Conference 2016 where he addressed medical marijuana; finding the balance between the duty to accommodate and the need to keep the workplace safe.
The legality of cannabis concerns laws which in most countries regulate the, use, possession, cultivation, transfer, and trade in Cannabis.
For more info: http://www.herbalmission.org/
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
Colorado’s Amendment 64 allows state residents to buy 1 ounce of marijuana at a time from the state’s dispensaries. (Out-of-state residents are limited to a quarter ounce at a time.)
Windfire Capital Corp. (“Windfire”) is publicly traded company, and the company is led by an experienced management team comprised of public market professionals and skilled operational people from the Medical Marijuana industry.
Windfire has executed definitive agreement with Rosebud Productions Inc., (“Rosebud”) located in British Columbia. Rosebud has submitted an application to Health Canada to become a LP of Medical Marijuana under the new MMPR .
2016 Beneplan HR Workshop - Marijuana in the Workplace and Travel Insurance ...Beneplan
Marijuana in the workplace, whether medical or recreational, is a tricky issue for HR Managers and business leaders to grapple with. In this presentation, Robert Richler from Davies Howe Partners LLP explores the legal issues, rights, and obligations of an employer at this intersection.
Our goal is to provide an environment where patients are treated with the compassion and understanding they deserve. We want to make the process informative yet simple.
Proposition 64 Presentation: Town of Windsor, California, Town Council Meetin...Linda Kelly
PowerPoint presentation for Town of Windsor, California, Town Council Meeting of November 16, 2016, regarding Proposition 64, the Control, Regulate and Tax Adult Use of Marijuana Act
A short guide on marijuana state laws and federal regulation. To see the whole infographic: http://myright.me/marijuana/marijuana-laws-infographic/. To get more information: http://myright.me/marijuana/america-vs-marijuana-a-battle-for-state-rights/
A survey of 742 employers in safety-sensitive and non-safety sensitive industries revealed widespread concern regarding the impact of marijuana in the workplace.
A powerpoint about the issue revolving around marijuana use and legalization. More specifically about how it effects the economy and people when you legalize it's recreational use, but classify it as an illicit drug in drug tests.
Legalization of Marijuana Webinar- Impact for Drug Testing Employers Eliassen Group
HR PROFILE TO HOST TAFT LAW:
LEGALIZED & MEDICINAL MARIJUANA’S POTENTIAL IMPACT ON THE WORKPLACE
Key Take-Aways of this Webinar Include:
1. Drug Testing for Employers- Policy, Procedure, Practice
2. Medicinal and Legalized Marijuana in the Workplace
3. Employers Best Practice to Avoid and Defend Discrimination Claims
On January 29, Tony and Luis spoke to attendees of the Ohio Agribusiness Association’s 2020 Industry Conference, providing vital education on cannabis, cannabinoids, and the differences between hemp and marijuana. They also broke down what Ohio’s Medical Marijuana Act does not include in order to provide attendees with guidance on employer rights. Focusing on further employment concerns, Luis and Tony explained what the Ohio Bureau of Workers’ Compensation will and will not cover, and discussed testing, workplace policies, ongoing legalization trends and more.
On Tuesday, March 8, 2022 Kegler Brown presented its annual Managing Labor + Employee Seminar. The virtual seminar focused on timely information regarding labor and employee relations, and allowed attendees to earn CLE and SHRM credit hours.
DEBRA R. COMER CrossroadsA Case Against Workplace Drug TesLinaCovington707
DEBRA R. COMER Crossroads
A Case Against Workplace Drug Testing
Debra R. Comer
228 WellerHall, 134 Hofstra University, Hempstead, New York 11550
Abstract
Workplace drug testing, particularly urinalysis, has prolifer-
ated in the last few years. Despite widespread support for
biological testing, research suggests that not all drug use
diminishes performance and that testing may fail to deter the
most potentially harmful substance abuse. There is no solid
empirical evidence that drug testing is associated with en-
hanced organizational productivity and safety, and findings
that persons who fail drug tests are inferior workers may be
rooted in ethnic discrimination. Further, because drug testing
detects exposure to a drug but cannot assess an individual's
ability to perform, it is an inappropriate gauge for judging
the suitability of employees or applicants. Drug tests may
violate current and prospective employees' right to privacy
and, according to a growing body of literature, may adversely
affect their work attitudes and behaviors. Skills testing, which
assesses employees' performance fitness less intrusively, is
discussed as an alternative to biological testing.
{Drug Testing; Privacy; Employee Attitudes)
In 1957, Chris Argyris advocated a form of organiza-
tion in which managers would provide opportunities
for employee need fulfillment and creative expression.
He believed respecting individuals and cultivating their
talents and inputs would in turn benefit organizational
goal attainment. Similarly, McGregor (I960) advised
managers that, if employees were trusted to find and
apply their own approach to doing work, they would
strive responsibly to achieve organizational objectives
without close monitoring and direction. Likert (1961,
1967), too, stressed the need for organizations to en-
courage, not squelch, individuals' initiatives and unique
contributions.
A generation of theory and research in organiza-
tional behavior and human resources management has
since been informed by this notion that appreciating
employees is not just an employee entitlement, but a
workable organizational strategy. In the last few years,
however, individual needs have been increasingly com-
promised by workplace programs of testing for drug
use, particularly urine testing for the use of illicit
substances. Indeed, the American Management Asso-
ciation has reported that 63% of its surveyed members
conduct some type of drug testing, a 200% increase
since 1987 (Greenberg 1991).
This article argues against workplace drug testing. It
identifies inisconceptions about drug use and drug test-
ing, underscores the technological limitations of test-
ing, contests the moral appropriateness of biological
testing, and reviews research on individuals' negative
response to workplace drug testing. Perfonnance test-
ing is examined as an alternative to drug testing.
Problems with Drug Testing
1. We Do Not Have Conclusive Evidence That Drug
Testing Enhances Organizational ...
The Public Health Framework of LegalizedMarijuana in Colorad.docxoscars29
The Public Health Framework of Legalized
Marijuana in Colorado
Tista Ghosh, MD, MPH, Mike Van Dyke, PhD, Ali Maffey, MSW, Elizabeth Whitley, RN, PhD, Laura Gillim-Ross, PhD, and
Larry Wolk, MD, MSPH
On January 1, 2014, Colorado became the first state in the nation to sell legal rec-
reational marijuana for adult use. As a result, Colorado has had to carefully examine
potential population health and safety impacts as well as the role of public health in
response to legalization. We have discussed an emerging public health framework for
legalized recreational marijuana. We have outlined this framework according to the core
public health functions of assessment, policy development, and assurance. In addition,
we have discussed challenges to implementing this framework that other states con-
sidering legalization may face. (Am J Public Health. 2016;106:21–27. doi:10.2105/
AJPH.2015.302875)
As one of the first 2 states to legalize rec-reational (nonmedical) marijuana, Col-
orado has been compelled to carefully examine
potential impacts to the health and safety of the
public. Medical marijuana has been legal in
Colorado since 2000, and marijuana use was
initially viewed as an individual patient–doctor
decision that was outside the scope of
population-based surveillance and public
health policy. This view began to changewhen
the commercial production and distribution of
medical marijuana becamepermissiblein2009.
However, it was the legalization of marijuana
for adult nonmedical use in late 2012 that
prompted a closer examination of marijuana’s
potential public health impact.
On January 1, 2014, Colorado became the
first state in the nation to allow sales of rec-
reational marijuana. The current legal status of
marijuana has compelled the Colorado De-
partment of Public Health and Environment
(referred to as the department hereafter) to
assess the knowledge gaps related to marijuana
and develop reasonable policies to protect
vulnerable populations. This “social experi-
ment”hasfurtherrequiredColoradotodefine
core public health functions as they pertain to
legalized recreational marijuana. In doing so,
the primary goals have been to implement
policies to mitigate potential harmful conse-
quences of legalized marijuana and to collect
the necessary data to measure possible nega-
tive and beneficial effects on the population.
Legalization has highlighted a broad set of
issues resulting from the multiple means of
marijuana use (e.g., smoking, edibles, con-
centrates), the lack of a mature regulatory
structure, and the complications of conflicting
state and federal marijuana laws. The breadth
of issues evolving from the legalization of
marijuana has compelled Colorado’s gov-
ernmental agencies to work collaboratively to
establish a retail sales system that respects the
intention of the voters while striving to
mitigate negative outcomes. With co-
ordination and direction from the Governor’s
Office of Marijuana Coordination, experts
from a vari.
With addiction rates rising at an alarming rate, and more states legalizing marijuana, companies must enact and enforce a well-written drug and alcohol usage policy. Explore the basics, here.
Explore the current landscape of drug and alcohol use in the workplace and the issues for - and rights of - business leaders wishing to protect their firms.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
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 profession’s general perspective on FLSA overtime exemptions.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® 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 organization’s 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.
This research collected comprehensive information on the prevalence of organizations hiring 2015 college graduates with undergraduate and graduate degrees. The findings revealed that one-fifth of respondents (20%) indicated their organizations hired 2015 college graduates to begin working after graduation, and 15% indicated they hired 2015 college graduates to begin working before graduation. Among organizations that indicated they had hired 2015 graduates, 18% offered higher total compensation to 2015 college graduates than to 2014 college graduates; the majority (81%) offered compensation that was “about the same.”
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
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.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
SHRM’s 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%).
SHRM’s 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
SHRM’s 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.
Prevalence of substance use policies where marijuana use is legal: The vast majority (94%) of HR professionals at organizations located in states where marijuana use is legal for either medical or medical/recreational use indicated they have a formal, written substance use policy in place. Few HR professionals indicated their organizations do not have a formal or informal substance use policy (4%-5%).
Formal, written substance use policies that do not specifically address marijuana use were more prevalent in organizations located in states where marijuana is legal only for medical use than in organizations located in states where marijuana is legal for medical and recreational use (65% versus 49%).
Formal, written substance use policies that specifically address marijuana use were more prevalent in organizations located in states where marijuana is legal for both recreational and medical use than in organizations located in states where marijuana is legal for medical use only (39% versus 22%).