This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to retaining and advancing employees with disabilities. The survey found that over three-quarters of organizations have return-to-work programs, while around half encourage flexible work arrangements and see them as very effective. Disability networks and mentoring programs were also viewed as very effective by over half of organizations, though less common. Larger organizations, and public/non-profits were more likely than small/private companies to have certain supportive policies.
Employing People With Disabilities: Practices and Policies Related to Recruit...shrm
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational policies and practices related to recruiting and hiring people with disabilities. The survey found that over half of organizations train HR staff on interviewing people with disabilities and develop relationships with disability employment organizations. Nearly half found training HR on interviews to be very effective. Larger organizations and public companies were more likely to have these policies. The survey aimed to provide new knowledge on HR practices to improve employment outcomes for people with disabilities.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The document summarizes key findings from a report comparing effective practices for managing an aging workforce identified in guidelines to practices currently used by organizations as found in a survey. It identifies several gaps, including that organizations take a short-term view and lack urgency in preparing for demographic shifts, and do not conduct long-term workforce forecasting, planning or skills assessments. It also notes older workers are not included in diversity recruiting plans despite guidelines recommending this.
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.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations leverage benefits programs to recruit employees in similar ways for all employee levels and highly skilled employees. Health care and retirement benefits were most commonly leveraged. HR professionals believe benefits emphasizing career development, health care and retirement will remain important for recruitment. Flexible work and preventative health may increase in importance for recruitment in the future. Benefits offerings could begin to diverge or expand more for hard-to-recruit roles depending on budget and skills shortages.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
Employing People With Disabilities: Practices and Policies Related to Recruit...shrm
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational policies and practices related to recruiting and hiring people with disabilities. The survey found that over half of organizations train HR staff on interviewing people with disabilities and develop relationships with disability employment organizations. Nearly half found training HR on interviews to be very effective. Larger organizations and public companies were more likely to have these policies. The survey aimed to provide new knowledge on HR practices to improve employment outcomes for people with disabilities.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
The document summarizes key findings from a report comparing effective practices for managing an aging workforce identified in guidelines to practices currently used by organizations as found in a survey. It identifies several gaps, including that organizations take a short-term view and lack urgency in preparing for demographic shifts, and do not conduct long-term workforce forecasting, planning or skills assessments. It also notes older workers are not included in diversity recruiting plans despite guidelines recommending this.
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.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations leverage benefits programs to recruit employees in similar ways for all employee levels and highly skilled employees. Health care and retirement benefits were most commonly leveraged. HR professionals believe benefits emphasizing career development, health care and retirement will remain important for recruitment. Flexible work and preventative health may increase in importance for recruitment in the future. Benefits offerings could begin to diverge or expand more for hard-to-recruit roles depending on budget and skills shortages.
This survey conducted by SHRM and Kaplan University examined how organizations recruit for business and IT jobs. It found that communication skills were the most valuable for all applicants, while technical skills were most important for IT roles. Employee referrals, online job boards, and company websites were the most common sources for finding qualified candidates. The survey suggests job seekers highlight their communication abilities and look for opportunities on social media and job sites. HR professionals should partner with schools to align curriculum with in-demand skills and support recruiting through training programs.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
SHRM Survey Findings: Social Networking Websites and Recruiting/Selectionshrm
Organizations are increasingly using social networking sites like LinkedIn (94%) for recruiting. The primary reason is to recruit passive candidates who may not otherwise apply (80%). While concerns exist around legal risks and protected characteristics, organizations see benefits in targeting candidates by skills and increasing their employer brand. HR professionals can use social media to attract talent but may need policies around screening given legal uncertainties.
- The majority of organizations (66%) prefer chronological resumes but government agencies prefer functional resumes more (30% vs 18% for private sector).
- Government agencies and smaller organizations are more likely to consider missing a cover letter a mistake. The most important aspects for a cover letter are how the candidate's experience and skills meet the job requirements and why they want to work there.
- Government agencies prefer panel and structured interviews while private sector prefers semi-structured and screening interviews. Larger employers also prefer structured interviews and online interviews.
- The survey found that most organizations prefer chronological resumes and consider it important for resumes and cover letters to be tailored to the specific job.
- While a majority of organizations said candidates should address gaps in employment history, some noted candidates should neither emphasize nor hide gaps.
- Interview formats varied between sectors, with government more likely to use structured/panel interviews and private sector preferring semi-structured/screening interviews.
- Most organizations said candidates should explain firing or layoffs during interviews, and that thank you notes after interviews positively influence perceptions of candidates.
The survey found that human resource professionals face several challenges in responding to the Patient Protection and Affordable Care Act (PPACA), including keeping up with regulations, understanding details of the law, and understanding the impact on health care costs. While some see expanded health care coverage as beneficial, many do not see positive aspects or have implementation barriers due to complexity. Most organizations are taking actions like training staff, analyzing financial impacts, and partnering with benefits providers on 2014 plans. Common strategies include considering alternative plans, exchanges, and reduced hours. HR professionals will need to stay educated on the law and take action to plan for 2014 requirements.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
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: 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/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.
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
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 survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
Shrm us travel-vacation-benefits-workplace-impactshrm
HR professionals believe that taking vacation is important for employees. Most think it is extremely or very important for performance (94%), morale (92%), wellness (92%), culture (90%), and productivity (90%). Organizations commonly provide 11-15 paid vacation days annually but many employees do not use all their days. HR professionals agree employees who take more vacation have higher job satisfaction, performance, and productivity than those taking less time off.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
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.
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
The survey found that:
- Two-thirds of organizations offered wellness programs, and 40% increased investment in these programs.
- Most organizations did not analyze return on investment or cost savings from wellness programs.
- Around half of organizations saw increased employee participation in wellness programs over time.
- Wellness programs were viewed as effective in reducing healthcare costs and improving employee health.
- About 60% of organizations offered wellness incentives like premium reductions, which significantly increased employee participation.
The document summarizes key findings from a survey on workplace wellness initiatives. It finds that over half of organizations spend less than 25% of their budget on employee health insurance. Obesity and stress are cited as top health concerns. Most organizations see wellness programs as beneficial in developing healthy lifestyles and lowering costs. Slightly over half of organizations have wellness programs, with most spending less than 10% of their budget on them.
2015 Strategic Benefits―Flexible Work Arragementsshrm
The SHRM survey found that about half of organizations provide flexible work arrangements (FWAs) as an option. Of those, about half indicate that over half of employees have access to FWAs. For organizations offering FWAs, 29% saw increased employee participation in the past year and 29% saw increased employee productivity since implementing FWAs. The survey also provides details on the responding organizations' industries, sizes, and geographic reach.
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
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.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
SHRM Survey Findings: Social Networking Websites and Recruiting/Selectionshrm
Organizations are increasingly using social networking sites like LinkedIn (94%) for recruiting. The primary reason is to recruit passive candidates who may not otherwise apply (80%). While concerns exist around legal risks and protected characteristics, organizations see benefits in targeting candidates by skills and increasing their employer brand. HR professionals can use social media to attract talent but may need policies around screening given legal uncertainties.
- The majority of organizations (66%) prefer chronological resumes but government agencies prefer functional resumes more (30% vs 18% for private sector).
- Government agencies and smaller organizations are more likely to consider missing a cover letter a mistake. The most important aspects for a cover letter are how the candidate's experience and skills meet the job requirements and why they want to work there.
- Government agencies prefer panel and structured interviews while private sector prefers semi-structured and screening interviews. Larger employers also prefer structured interviews and online interviews.
- The survey found that most organizations prefer chronological resumes and consider it important for resumes and cover letters to be tailored to the specific job.
- While a majority of organizations said candidates should address gaps in employment history, some noted candidates should neither emphasize nor hide gaps.
- Interview formats varied between sectors, with government more likely to use structured/panel interviews and private sector preferring semi-structured/screening interviews.
- Most organizations said candidates should explain firing or layoffs during interviews, and that thank you notes after interviews positively influence perceptions of candidates.
The survey found that human resource professionals face several challenges in responding to the Patient Protection and Affordable Care Act (PPACA), including keeping up with regulations, understanding details of the law, and understanding the impact on health care costs. While some see expanded health care coverage as beneficial, many do not see positive aspects or have implementation barriers due to complexity. Most organizations are taking actions like training staff, analyzing financial impacts, and partnering with benefits providers on 2014 plans. Common strategies include considering alternative plans, exchanges, and reduced hours. HR professionals will need to stay educated on the law and take action to plan for 2014 requirements.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
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: 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/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.
The Ongoing Impact of the Recession—California Recruiting and Skill Gapsshrm
The document summarizes the findings of a survey conducted by SHRM on recruiting challenges and skill gaps in California. Some of the key findings include:
- Over two-thirds of organizations found it difficult to recruit for new positions requiring new skills. Nearly two-thirds also had difficulty recruiting for specific jobs.
- Common reasons for difficulty included candidates lacking the right skills, experience, or being outside the salary range. Competition from other employers was also cited.
- Surveyed organizations reported skills gaps among applicants in areas like writing, English proficiency, critical thinking, and technical skills. Healthcare, engineering and scientific roles were the most difficult to fill.
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 survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
Shrm us travel-vacation-benefits-workplace-impactshrm
HR professionals believe that taking vacation is important for employees. Most think it is extremely or very important for performance (94%), morale (92%), wellness (92%), culture (90%), and productivity (90%). Organizations commonly provide 11-15 paid vacation days annually but many employees do not use all their days. HR professionals agree employees who take more vacation have higher job satisfaction, performance, and productivity than those taking less time off.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
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.
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
The survey found that:
- Two-thirds of organizations offered wellness programs, and 40% increased investment in these programs.
- Most organizations did not analyze return on investment or cost savings from wellness programs.
- Around half of organizations saw increased employee participation in wellness programs over time.
- Wellness programs were viewed as effective in reducing healthcare costs and improving employee health.
- About 60% of organizations offered wellness incentives like premium reductions, which significantly increased employee participation.
The document summarizes key findings from a survey on workplace wellness initiatives. It finds that over half of organizations spend less than 25% of their budget on employee health insurance. Obesity and stress are cited as top health concerns. Most organizations see wellness programs as beneficial in developing healthy lifestyles and lowering costs. Slightly over half of organizations have wellness programs, with most spending less than 10% of their budget on them.
2015 Strategic Benefits―Flexible Work Arragementsshrm
The SHRM survey found that about half of organizations provide flexible work arrangements (FWAs) as an option. Of those, about half indicate that over half of employees have access to FWAs. For organizations offering FWAs, 29% saw increased employee participation in the past year and 29% saw increased employee productivity since implementing FWAs. The survey also provides details on the responding organizations' industries, sizes, and geographic reach.
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
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.
The document summarizes the results of a SHRM survey on the economic conditions and hiring in California. Some key findings include:
- Three-quarters of California organizations reported being in excellent or good financial health, with 60% seeing improvements over the past year.
- While 40% of organizations lost 1-5% of staff in the past year, 26% saw no staff losses. Common strategies for financial challenges included laying off employees and budget cuts.
- The vast majority (95%) of organizations hired full-time employees in the past year, focusing on maintaining operations and organizational growth. Two-thirds also found it somewhat or very difficult to hire for positions requiring new skills.
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
- The document summarizes findings from a SHRM survey about 2016 holiday schedules at U.S. organizations.
- Most organizations will be closed on major federal holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, and Thanksgiving. 80% will close for Christmas Day and 40% for Easter Sunday.
- 88% of organizations will remain open between Christmas Day and New Year's Day in 2016. 15% allow employees to swap holidays.
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
The Ongoing Impact of the Recession—California Financial Health and Hiringshrm
This document summarizes the results of a SHRM survey on the ongoing impact of the recession in California. It finds that over half of California organizations report improved financial health compared to a year ago. Three-quarters are currently hiring full-time employees. While most hiring is for non-management positions, about half of organizations are hiring for management roles as well. The improved job market may lead to increased recruiting challenges and rising new hire compensation as competition for talent grows.
Changing Employee Skills and Education Requirements—Education Levels of Today...shrm
The document summarizes findings from a survey on the education levels of today's workforce. Key findings include:
- Most jobs are held by individuals with educational credentials closely matched to job requirements, though some have more education.
- Industries with the highest percentages of advanced degree holders are professional services, federal government, high-tech, and health.
- Almost all organizations surveyed (96%) had job openings in 2011, especially in health, finance, and high-tech.
Changing Employee Skills and Education Requirements—Minimum Education Require...shrm
The document summarizes key findings from a survey conducted by SHRM and Achieve on changing education requirements for employees. Some of the main findings include:
- Organizations across all industries project that future jobs will require more skills, education and credentials compared to current roles.
- Manufacturing saw the largest differences between current and future requirements for skilled labor and administrative/secretarial jobs.
- Many industries forecast an increase in the percentage of administrative/secretarial jobs requiring an associate's degree.
- Most industries project education requirements for professional jobs to level off at a bachelor's degree, with some industries like government more likely to require advanced degrees for managers.
- Organizations expect increased demand for advanced
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
- Roughly two-thirds of organizations surveyed had hired veterans in the past 36 months, an increase from 2010. Larger organizations were more likely than smaller ones to have hired veterans.
- Of organizations that had hired veterans, 45% had made specific efforts to recruit veterans, compared to only 15% of organizations that had not hired any veterans.
- Only 13% of organizations reported being very familiar with effective resources for finding veteran candidates. Government agencies were more aware of resources than private organizations.
- The top reported benefits of hiring veterans were their strong sense of responsibility, ability to complete tasks, and allowing the organization to give back to veterans. The biggest challenges were transitioning from a military to civilian culture and translating
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.
The document summarizes key findings from an SHRM survey on employment verification practices. It finds that while over half of respondents use E-Verify, over 40% do not, with many unaware of the program. It also reports challenges with maintaining Form I-9 documentation and concerns about document authenticity. However, there is strong support for mandatory electronic verification if it streamlines processes and protects against discrimination claims. The findings suggest more education is needed on E-Verify and ensuring rigorous verification processes to comply with laws.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
This SHRM survey found that the majority (74%) of organizations saw increased health care costs in 2011 compared to 2010. Most organizations (84%) are very concerned about controlling costs. Common cost-control activities include increasing employee contributions, wellness initiatives, and generic drug programs. Nearly half (47%) of organizations increased employee contributions in 2012, and 22% plan increases in 2013. Looking ahead, 15% believe employees will pay most costs within 3-5 years.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Exec...shrm
This is the last part of the five-part series conducted in collaboration with MassMutual. Nearly one-third (31%) of organizations offer a special class of benefits to their executives. Among those organizations, 31% provide executives Group Universal Life (GUL) or Group Variable Universal Life (GVUL) as a carve-out benefit from their group term plan.
2015 Strategic Benefits—Leveraging Benefits to Retain Employeesshrm
The survey found that more organizations are struggling to retain employees at all levels and are increasingly leveraging benefits programs to do so. Specifically:
- Over 1/3 of organizations reported difficulty retaining employees at all levels in 2015, up from 25% in 2012.
- 1/3 of organizations said they used benefits to retain employees at all levels in 2015, up from 20% in 2012.
- Health care and retirement benefits were most often leveraged to retain employees.
The findings suggest HR professionals should focus on health care and retirement benefits when designing retention strategies using benefits programs.
A majority of employers (94-97%) plan to observe New Year’s Day, Memorial Day, Labor Day, Thanksgiving and Christmas in 2015. Because Independence Day falls on a Saturday, 60% of organizations will be closed on Friday, July 3, the day before Independence Day. Few organizations plan to close their doors on religious holidays other than Christmas Eve and Christmas Day.
The document summarizes the key findings of a SHRM survey on 2013 holiday and year-end activities. It found that about two-thirds of organizations hold end-of-year parties for employees, with 60% being off-site. Nearly half of organizations do not participate in gift exchanges, while 78% participate in charitable donations. The survey provides details on party attendance, budgets, and other policies for 817 HR professionals in October-November 2013.
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to recruiting and hiring people with disabilities. Some of the main findings include:
- Nearly two-thirds of organizations include people with disabilities in their diversity plans and require subcontractors to adhere to nondiscrimination policies. Over half provide training on interviewing people with disabilities and have relationships with community organizations promoting disability employment.
- Around 45% of organizations found training on interviewing people with disabilities to be very effective, while 38% felt requiring subcontractor compliance was very effective.
- Larger organizations and publicly-owned for-profit companies were more likely than smaller and privately-owned companies
The document summarizes findings from a survey conducted by SHRM and Cornell University on organizational policies and practices related to recruiting and hiring people with disabilities. Some of the key findings include:
- Nearly two-thirds of organizations include people with disabilities in their diversity plans and train HR staff on interviewing disabled candidates.
- Over half require subcontractors to comply with disability nondiscrimination and have relationships with disability employment organizations.
- Training HR staff on interviewing disabled candidates and requiring subcontractor compliance were found to be very effective practices by many organizations.
- Larger organizations and public companies are more likely than small private companies to have policies supporting disabled hiring.
Cornell part 2 accessibility accommodation_finalshrm
This document summarizes the findings of a survey conducted by SHRM on organizational policies and practices related to employing people with disabilities. Key findings include:
- Three out of four organizations designate an office to address accommodation questions and allow extended medical leave as an accommodation.
- Centralized accommodation funds, designated accommodation offices, and formal accommodation decision processes were found to be very effective practices.
- Larger organizations and publicly-owned for-profits are more likely than smaller and privately-owned organizations to have accessibility and accommodation policies.
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to recruiting and hiring people with disabilities. Some of the major findings include:
1) Nearly two-thirds of organizations include people with disabilities in their diversity plans and require subcontractors to adhere to nondiscrimination policies. Over half provide training on interviewing disabled candidates and have relationships with disability employment organizations.
2) Training HR staff on interviewing disabled candidates and requiring subcontractor compliance policies were found to be very effective practices by around 45% and 38% of organizations respectively.
3) Larger organizations and publicly owned for-profit companies were more likely than small businesses and
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to recruiting and hiring people with disabilities. Some of the main findings include:
- Nearly two-thirds of organizations include people with disabilities in their diversity plans and require subcontractors to adhere to nondiscrimination policies. Over half provide training on interviewing candidates with disabilities and have relationships with disability employment organizations.
- Training on interviewing people with disabilities was found to be the most effective practice by organizations. Requiring subcontractor compliance and having hiring goals were also viewed as very effective.
- Larger organizations and publicly-owned for-profit companies were more likely to have certain recruitment and
This document summarizes the key findings of a survey conducted by SHRM in collaboration with Cornell University on organizational practices and policies related to recruiting and hiring people with disabilities. Some of the main findings include:
- Nearly two-thirds of organizations include people with disabilities in their diversity plans and require subcontractors to adhere to nondiscrimination policies. Over half provide training on interviewing candidates with disabilities and have relationships with disability employment organizations.
- Training on interviewing people with disabilities was found to be the most effective practice by organizations. Requiring subcontractor compliance and having hiring goals were also viewed as very effective.
- Larger organizations and publicly-owned for-profit companies were more likely to have recruitment
SHRM Survey Findings, Part 1 - Employing People With Disabilities: Practices ...Cyndi Johns
The Society for Human Resource Management (SHRM) has released the first in a series of 3 studies conducted in collaboration with, and commissioned by, the Cornell University ILR School Employment and Disability Institute. The first report looks at practices and policies related to recruiting and hiring individuals with disabilities based on findings from a survey of SHRM’s membership. Sixty percent of respondents worked for U.S.-based companies; the rest worked at multinational companies.
Nearly two-thirds (61%) of organizations include people with disabilities explicitly in their diversity and inclusion plans and 58% indicate training HR staff and supervisors on effectively interviewing people with disabilities. Nearly one-half (45%) of organizations found that training HR staff and supervisors on interviewing people with disabilities to be very effective in the recruitment or hiring of people with disabilities.
2014 Aging Workforce Survey: Recruiting and RetentionKaren Wessels
The document summarizes key findings from a SHRM survey on the aging workforce and recruitment and retention of older workers. Some of the main findings include:
- About 40% of organizations indicated the aging workforce has not prompted changes to retention, recruiting, or policies.
- Employee referrals and networking are most commonly used to recruit older workers, and over half of organizations do not actively recruit older workers.
- Flexibility in work location, career structure, and hours are the most challenging factors in retaining older workers.
- About two-thirds of organizations employ former retirees, though they make up only 1-20% of the older workforce. Money is a leading factor for retirees returning to work.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
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.
2014 older workers_survey_overall_results-draft_part2_recruitment and retenti...SHRMRESEARCH
This document summarizes the key findings of a survey conducted by SHRM on the aging workforce, recruitment, and retention. Some of the main findings include:
- About 40% of organizations indicated the aging workforce has not prompted changes to retention, recruiting, or management practices. However, this percentage is expected to decrease as the workforce continues aging.
- The most common recruiting methods for older workers were employee referrals and networking. However, over 50% of organizations do not actively recruit older workers.
- Flexibility in work location, career structure, and hours were the most challenging factors for organizations in retaining older workers.
- A lack of applications from older workers was the most common difficulty in recruiting qualified older workers
Building a Disability-Inclusive Workplace [webinar] eCornell
New regulations from the federal government are aimed squarely at motivating employers to more actively recruit, hire, promote, and retain employees with disabilities.
While the regulations are particularly important for employers who are federal contractors, employers who are not federal contractors will almost certainly experience increased competition for this diverse and largely untapped talent pool.
In this webinar, Cornell University Professor Susanne M. Bruyère provides an overview of workplace policies and practices that facilitate the recruitment, hiring, retention, advancement and inclusion of people with disabilities, with an emphasis on creating a culture where people with disabilities are comfortable asking for accommodations and disclosing their disabilities.
Finally, we will discuss how companies can self-assess their effectiveness in moving toward a truly disability-inclusive workplace.
Susanne M. Bruyère, Ph.D., CRC, is Professor of Disability Studies, the Director of the Employment and Disability Institute, and Associate Dean of Outreach at Cornell University’s ILR School in Ithaca, N.Y. Dr. Bruyère is currently Project Director and Co-Principal Investigator of numerous federally-sponsored research, dissemination, and technical assistance efforts focused on employment and disability policy and effective workplace practices for people with disabilities including: the Rehabilitation Research and Training Center on Employer Practice to Improve Employment Outcomes for Persons with Disabilities; and the Organizational Practices to Increase Employment Opportunities for People with Disabilities: The Power of Social Networks.
She is a past president of the Division of Rehabilitation Psychology (22) of the American Psychological Association, the American Rehabilitation Counseling Association, and the National Council on Rehabilitation Education. She holds a doctoral degree in Rehabilitation Counseling Psychology from the University of Wisconsin-Madison, is a Fellow in the American Psychological Association, a member of the National Academy of Social Insurance, and currently serves as an Executive Board Member of the Division of Rehabilitation Psychology (22) American Psychological Association, a past-chair of GLADNET (the Global Applied Disability Research and Information Network on Employment and Training), and a past-chair and current Board Member of CARF (rehabilitation facility accreditation organization).
Factors Influencing Overall Job Satisfaction Level of Teachers in Erode DistrictDr. Amarjeet Singh
Traditionally, teaching was a combination of information-dispensing, custodial child care and sorting out academically inclined students from others. The underlying model for schools was an education factory in which adults, paid hourly or daily wages, kept like-aged youngsters sitting still for standardized lessons and tests.Teachers were told what, when, and how to teach. They were required to educate every student in exactly the same way and were not held responsible when many failed to learn. They were expected to teach using the same methods as past generations, and any deviation from traditional practices was discouraged by supervisors or prohibited by myriad education laws and regulations. Thus, many teachers simply stood in front of the class and delivered the same lessons year after year, growing gray and weary of not being allowed to change what they were doing. The present study focuses on factors influencing overall job satisfaction level of teachers in Erode district.
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.
Part 2: Strategic Benefits--Flexible Work Arrangements (FWAs)shrm
The document summarizes the key findings of a 2014 survey on flexible work arrangements conducted by the Society for Human Resource Management. The main findings are:
1) About half of organizations provided flexible work arrangements as an option, though the percentage allowing a majority of employees to use them decreased from the prior year.
2) Employee participation in flexible work arrangements increased in about a third of organizations from the prior year.
3) Over two-fifths of organizations monitored employee participation rates in flexible work arrangements.
2014 older workers_survey_overall_results-draft_part3_skills and older worker...SHRMRESEARCH
This document summarizes the key findings of a survey conducted by SHRM on the aging workforce. The survey investigated organizations' views on an aging workforce and the actions taken to prepare for it. Some key findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. Their strongest applied skills are professionalism, critical thinking, and lifelong learning.
- To prepare for potential skills gaps from losing older workers, organizations are most increasing training/cross-training and developing succession plans, though 34% are taking no steps.
This study investigated factors that helped or hindered employee wellbeing when facing poor leadership in the workplace. The researcher interviewed 8 participants who experienced poor leadership and were able to maintain their wellbeing. The interviews identified 7 categories of factors: personal qualities and attitudes, stress management, social support, problem solving, workplace support, communication, and work experience. The results suggest employee wellbeing is impacted by personal behaviors as well as workplace support, and employees largely rely on themselves to protect their wellbeing despite challenges presented by organizational leadership. Counselors can help clients by promoting adaptive attitudes, perceptions, and responses to adverse workplace situations, as well as utilizing social support as a resource.
This document discusses staffing decisions for a group project. It lists 12 student names that will work on the project. The document provides the group number and title of "Staffing Decisions".
The document summarizes the key findings of the 2014 Strategic Benefits Survey on flexible work arrangements conducted by the Society for Human Resource Management. Some of the main findings include:
- About half of organizations provided flexible work options but only a third reported that the majority of employees were allowed to use them, continuing a decline from previous years.
- Among organizations offering flexible options, a third saw increased employee participation in the past year while less than 1% saw a decrease.
- Over two-fifths of organizations monitored participation rates in flexible arrangements.
SHRM Survey Findings: Strategic Benefits - Flexible Work Arrangementsshrm
The document summarizes the findings of a 2014 survey by the Society for Human Resource Management (SHRM) on flexible work arrangements (FWAs). Key findings include:
- About half of organizations provided FWAs as an option, though the percentage allowing a majority of employees to use them decreased from 2013.
- One-third of organizations saw increased employee FWA participation over the previous year.
- Over two-fifths of organizations monitored FWA participation rates.
- Barriers like cultural attitudes may still influence how many employees utilize available FWAs.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
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.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
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.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
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.
- Most organizations (76%) offer some type of wellness program for employees, though few (18-30%) analyze return on investment or cost savings. Those that do almost always find wellness initiatives are effective.
- Employee participation in wellness initiatives has increased slightly each year. Initiatives are seen as effective in improving health and reducing healthcare costs by around 70% of respondents.
- Two-thirds of organizations now offer wellness incentives, and over 80% find incentives effective. The vast majority would increase investment if impact could be better quantified.
- About half extend initiatives to dependents, most commonly spouses and children. Alignment of wellness and financial education is increasing.
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 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%).
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.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.