- The document discusses findings from a SHRM survey on financial education initiatives in the workplace. It provides definitions, key findings, and data on challenges employees face, the impact on work performance, and types of financial education programs offered. The survey found that the most common challenges employees face are lack of funds, medical expenses, and saving for retirement. Personal financial issues negatively impact an employee's ability to focus and increases stress levels. While many employers offer assistance programs, fewer are providing financial education than in 2009. The top barriers to offering education are cost and lack of employee interest.
The survey found that:
1) Nearly half of HR professionals indicated an overall lack of funds was the biggest financial challenge for employees. Medical expenses and saving for retirement were also commonly cited challenges.
2) Most HR professionals agreed that employees were more likely to dip into retirement savings in recent years compared to before.
3) The majority of HR professionals believed personal financial issues impacted employee performance, especially in areas like focus and stress.
4) While over half of organizations provided financial education, this was lower than in 2009. Larger organizations were more likely to offer it than smaller ones. Cost and lack of interest were the primary barriers.
The survey found that:
1) Nearly half of HR professionals said an overall lack of funds was the biggest financial challenge for employees. Medical expenses and saving for retirement were also commonly cited challenges.
2) Most HR professionals agreed that employees were more likely to dip into retirement savings in recent years.
3) The majority of HR professionals believed financial challenges negatively impacted employee performance, especially in ability to focus and overall stress levels.
4) While fewer organizations now provide financial education than in 2009, larger organizations are more likely to offer it than smaller ones. The top barriers to providing education were cost and lack of employee interest.
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.
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?
The survey found that most organizations have HR responsible for implementing diversity initiatives, with HR and senior leadership also leading these efforts. Few organizations use internal diversity groups, though larger organizations are more likely to. While the percentage of organizations with dedicated diversity staff increased slightly over time, it remains low overall. Most organizations have policies addressing sexual orientation discrimination but fewer address gender identity. Larger organizations are more likely than smaller ones to have diversity programs like staff, training budgets, and trainings.
- Eight out of 10 organizations currently have an employee recognition program, with recognizing years of service and going above and beyond being most common reasons for recognition.
- Measuring the effectiveness of recognition programs is challenging for most organizations, with few tracking ROI. Larger organizations are more likely to track ROI than smaller ones.
- The survey found that employee engagement, retention, and recruitment will be key HR challenges in the next 3-5 years. Multiple cultures and different generations are also currently important workforce challenges.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
The document reports on a survey of 401 HR professionals about financial education offerings in their organizations. Key findings include:
- 75% of large organizations (500+ employees) provide financial education, compared to 51% of small organizations (1-99 employees).
- Publicly owned for-profit organizations (76%) are more likely than privately owned companies (58%) to offer financial education.
- Budgeting, saving, and investing were the most common financial topics covered.
- 46% of large organizations saw increased demand for financial education in the last year, versus 20% of small organizations.
The survey found that:
1) Nearly half of HR professionals indicated an overall lack of funds was the biggest financial challenge for employees. Medical expenses and saving for retirement were also commonly cited challenges.
2) Most HR professionals agreed that employees were more likely to dip into retirement savings in recent years compared to before.
3) The majority of HR professionals believed personal financial issues impacted employee performance, especially in areas like focus and stress.
4) While over half of organizations provided financial education, this was lower than in 2009. Larger organizations were more likely to offer it than smaller ones. Cost and lack of interest were the primary barriers.
The survey found that:
1) Nearly half of HR professionals said an overall lack of funds was the biggest financial challenge for employees. Medical expenses and saving for retirement were also commonly cited challenges.
2) Most HR professionals agreed that employees were more likely to dip into retirement savings in recent years.
3) The majority of HR professionals believed financial challenges negatively impacted employee performance, especially in ability to focus and overall stress levels.
4) While fewer organizations now provide financial education than in 2009, larger organizations are more likely to offer it than smaller ones. The top barriers to providing education were cost and lack of employee interest.
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.
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?
The survey found that most organizations have HR responsible for implementing diversity initiatives, with HR and senior leadership also leading these efforts. Few organizations use internal diversity groups, though larger organizations are more likely to. While the percentage of organizations with dedicated diversity staff increased slightly over time, it remains low overall. Most organizations have policies addressing sexual orientation discrimination but fewer address gender identity. Larger organizations are more likely than smaller ones to have diversity programs like staff, training budgets, and trainings.
- Eight out of 10 organizations currently have an employee recognition program, with recognizing years of service and going above and beyond being most common reasons for recognition.
- Measuring the effectiveness of recognition programs is challenging for most organizations, with few tracking ROI. Larger organizations are more likely to track ROI than smaller ones.
- The survey found that employee engagement, retention, and recruitment will be key HR challenges in the next 3-5 years. Multiple cultures and different generations are also currently important workforce challenges.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
The document reports on a survey of 401 HR professionals about financial education offerings in their organizations. Key findings include:
- 75% of large organizations (500+ employees) provide financial education, compared to 51% of small organizations (1-99 employees).
- Publicly owned for-profit organizations (76%) are more likely than privately owned companies (58%) to offer financial education.
- Budgeting, saving, and investing were the most common financial topics covered.
- 46% of large organizations saw increased demand for financial education in the last year, versus 20% of small organizations.
This document provides an overview of diversity and inclusion topics from an HR perspective. It includes definitions of diversity, challenges with diverse workforces, lenses for viewing diversity, and approaches for specific groups like women, indigenous peoples, caregivers. Best practices are discussed for diversity committees and supporting employees with caregiving responsibilities. Case studies and questions are provided at the end.
HR leaders face challenges from the tough economic climate including cost pressures but remain focused on employees. Up-skilling employees and non-financial rewards are priorities despite cost reductions. Leadership development, engagement, and retention are top medium-term goals. HR is expected to develop new skills and influence business strategies more, but policy execution still lags expectations. HR leaders see a role in addressing youth unemployment.
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Many employees lack basic financial literacy skills, which leads to financial stress. This negatively impacts employee productivity and employer bottom lines. Statistics show that many employees do not budget properly, save little money, and struggle to pay bills and credit cards. As a result, over a third of employees spend some work time dealing with personal finances. Employers can help by providing financial wellness education and benefits to build a more financially secure workforce. This improves employees' financial health and reduces absenteeism and turnover, benefiting employers.
“Why should your company spend money to provide a program like this for your employees?”
“Our goal at Finerva is to train your employees to be so financially astute and financially secure that they work for you because they want to, not, because they have to.” The other value additions that Finerva can provide organisations are…
The survey found that workplace conflict costs UK businesses £24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
Financial Education promises employers a return on investment of atlaest 1:4
i.e., for every one rupee spent in teching employees about their personal finance the organizations stands to gain 4 rupees directly.
To know more view the below presentation
Wef he workplace_wellnessalliance_industryagenda_2012Celso Mendes
The document discusses the importance of workplace wellness initiatives for addressing human capital challenges. It notes that demand for skilled workers is rising due to economic growth, while the workforce faces threats from aging and non-communicable diseases. This can reduce workforce capacity and productivity through absenteeism, presenteeism, and rising healthcare costs. Workplace wellness programs have the potential to help keep workers healthier for longer, countering the link between aging and disease, and playing a role in talent attraction and retention. The Workplace Wellness Alliance, established by the World Economic Forum, aims to establish the business case for wellness by quantifying the link between interventions, metrics of their impact, and return on investment across countries.
2012 Economic Impact on Associations: Resilience and RecoveryMcKinley Advisors
This document provides a summary of McKinley's 2012 Economic Impact on Associations study. Some key findings include:
1. Economic conditions in 2011 were more favorable than expected for many associations, with 45% experiencing a better impact than anticipated.
2. Most associations (88%) are optimistic about 2012, though optimism is somewhat tempered with only 17% feeling "very" optimistic.
3. Membership trends over the past 5 years show 26% with declining membership, attributed to economic conditions and aging memberships. Growth is credited to industry growth and stronger propositions.
The document examines trends in different industry sectors and concerns across core business lines like corporate support and membership recruitment/retention.
Business Ethics - Internal Audit's Opportunity to Influence Organisational Ch...David Mallard
This presentation to the IIA Melbourne speaks to the changing business environment, the strategic reputation risk posed by social media the importance of ethical leadership in creating a highly performing organisation. It also highlights the role Internal Audit can play in influencing positive change, moving Audit along the value curve.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
The Cara Program helps individuals affected by homelessness and poverty transform their lives through employment assistance. In 2009:
- 80% of students were in permanent housing after 12 months, exceeding the national average of 50%
- The program placed 233 individuals in jobs, with an average wage of $10.92, higher than the Illinois minimum wage. 72% remained employed after one year.
- The social enterprise Cleanslate, which provides transitional jobs, collected over 256,000 recycling and garbage bags while employing over 200 individuals in transitional jobs and placing 74 in permanent positions.
Legal Lay of the Land
The Labor Movement is Energized
Organizing Trends and Tactics
Reasons Employees Resort to Unionization
Union Organizing Early Warning Signs
The Anatomy of a Union Campaign
Prohibited Conduct During Organizing Campaign
What Management Can Say About Unions
Creating a Positive Operating Climate To Avoid Unionization Threats
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
Value proposition for outsourcing leadership developmentPhillip Ash
This document proposes an outsourced leadership development program focused on improving engagement and discretionary effort. It notes that CEOs are most concerned with leadership and its development. An effective program includes knowledge acquisition, competency development through assessment and active learning, and behavior change facilitated by coaching. The program outlined uses assessment, blended learning, and coaching to efficiently develop leaders' interpersonal skills and produce behavior change. It argues this approach can improve productivity, customer satisfaction, retention and create a 6:1 return on investment through increased engagement and discretionary effort.
The document summarizes the key findings of a poll conducted jointly by SHRM and AARP on strategic workforce planning, particularly regarding retirement of older workers. Some of the main findings include:
- 53% of organizations conducted workforce assessments in 2010-2011 to identify skills gaps, while 14% plan to do so after 2011. 42% assessed impact of retirements by workers aged 50+ in 2010-2011, and 23% plan to do so after 2011.
- 39% of organizations examined internal policies and practices in preparation for shortage of younger workers due to retirements.
- 45% saw potential loss of talent from baby boomer retirements as a potential problem, while 20% saw it as a problem and one
Navigator is an international consulting firm based in London and Athens that has advised on over 80 investment projects totaling €6 billion since 1995. It provides services throughout the investment cycle, including investment analysis, due diligence, business planning, post-investment support, and investment monitoring. Navigator has experience advising a wide range of clients on projects in various industries and regions.
This document outlines a 5 step investment consulting process: [1] Discovery of a client's unique needs, goals, risk tolerance and time horizon; [2] Diversification to reduce volatility across geographies, asset classes and styles; [3] Creation of an Investment Policy Statement outlining objectives, guidelines and targets; [4] Selection of investments based on quantitative and qualitative analysis; [5] Continuous monitoring and review of performance, managers and the investment environment. The overall process aims to partner with clients to design customized portfolios that meet their objectives.
US lead the M&A surge, but confidence hits European dealmakersDeloitte UK
The document discusses trends in mergers and acquisitions (M&A) activity globally and regionally in Q3 2015. Key points include:
- M&A activity in the first half of 2015 was one of the strongest on record, driven by a surge in US deals fueled by economic factors.
- However, political and currency risks in Europe are weakening confidence for M&A deals among European companies.
- The document predicts that overall M&A activity will remain similar to Q2 levels in Q3 based on these factors.
1. The document provides advice on investing in the stock market, emphasizing the importance of educating oneself first before investing.
2. It discusses Warren Buffett's value investing approach and methodology, noting his emphasis on assessing a company's intrinsic value and competitive advantage.
3. The document outlines various factors to consider when analyzing companies and selecting stocks for investment, such as earnings, growth prospects, and market trends in different sectors.
This document provides an overview of diversity and inclusion topics from an HR perspective. It includes definitions of diversity, challenges with diverse workforces, lenses for viewing diversity, and approaches for specific groups like women, indigenous peoples, caregivers. Best practices are discussed for diversity committees and supporting employees with caregiving responsibilities. Case studies and questions are provided at the end.
HR leaders face challenges from the tough economic climate including cost pressures but remain focused on employees. Up-skilling employees and non-financial rewards are priorities despite cost reductions. Leadership development, engagement, and retention are top medium-term goals. HR is expected to develop new skills and influence business strategies more, but policy execution still lags expectations. HR leaders see a role in addressing youth unemployment.
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Many employees lack basic financial literacy skills, which leads to financial stress. This negatively impacts employee productivity and employer bottom lines. Statistics show that many employees do not budget properly, save little money, and struggle to pay bills and credit cards. As a result, over a third of employees spend some work time dealing with personal finances. Employers can help by providing financial wellness education and benefits to build a more financially secure workforce. This improves employees' financial health and reduces absenteeism and turnover, benefiting employers.
“Why should your company spend money to provide a program like this for your employees?”
“Our goal at Finerva is to train your employees to be so financially astute and financially secure that they work for you because they want to, not, because they have to.” The other value additions that Finerva can provide organisations are…
The survey found that workplace conflict costs UK businesses £24 billion annually. It identified 5 key findings: 1) Conflict causes are often not recognized early, 2) HR spends significant time on conflict cases, 3) Managers lack intervention skills, allowing escalation, 4) Organizations are generally reactive rather than proactive on conflict, and 5) It is difficult to establish a business case for addressing conflict. Effective solutions include training managers in early intervention, using alternative dispute resolution, and presenting leadership with the tangible costs of conflict to the organization.
Financial Education promises employers a return on investment of atlaest 1:4
i.e., for every one rupee spent in teching employees about their personal finance the organizations stands to gain 4 rupees directly.
To know more view the below presentation
Wef he workplace_wellnessalliance_industryagenda_2012Celso Mendes
The document discusses the importance of workplace wellness initiatives for addressing human capital challenges. It notes that demand for skilled workers is rising due to economic growth, while the workforce faces threats from aging and non-communicable diseases. This can reduce workforce capacity and productivity through absenteeism, presenteeism, and rising healthcare costs. Workplace wellness programs have the potential to help keep workers healthier for longer, countering the link between aging and disease, and playing a role in talent attraction and retention. The Workplace Wellness Alliance, established by the World Economic Forum, aims to establish the business case for wellness by quantifying the link between interventions, metrics of their impact, and return on investment across countries.
2012 Economic Impact on Associations: Resilience and RecoveryMcKinley Advisors
This document provides a summary of McKinley's 2012 Economic Impact on Associations study. Some key findings include:
1. Economic conditions in 2011 were more favorable than expected for many associations, with 45% experiencing a better impact than anticipated.
2. Most associations (88%) are optimistic about 2012, though optimism is somewhat tempered with only 17% feeling "very" optimistic.
3. Membership trends over the past 5 years show 26% with declining membership, attributed to economic conditions and aging memberships. Growth is credited to industry growth and stronger propositions.
The document examines trends in different industry sectors and concerns across core business lines like corporate support and membership recruitment/retention.
Business Ethics - Internal Audit's Opportunity to Influence Organisational Ch...David Mallard
This presentation to the IIA Melbourne speaks to the changing business environment, the strategic reputation risk posed by social media the importance of ethical leadership in creating a highly performing organisation. It also highlights the role Internal Audit can play in influencing positive change, moving Audit along the value curve.
2009_03 Diversity Strategy (Talent Management in Pharma)Uxio Malvido
The document summarizes the agenda for the 3rd Annual Managing Talent in Pharma Diversity Strategy conference held by Merck & Co in Prague from March 19-20, 2009. The topics to be covered include inclusion, demographic trends, female leadership, global constituency groups, the business case for diversity, employer branding, flexibility, and talent management practices. Diversity strategies like the Global Constituency Group model and approaches to managing areas like multicultural diversity, female talent, and flexibility will also be discussed.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
The Cara Program helps individuals affected by homelessness and poverty transform their lives through employment assistance. In 2009:
- 80% of students were in permanent housing after 12 months, exceeding the national average of 50%
- The program placed 233 individuals in jobs, with an average wage of $10.92, higher than the Illinois minimum wage. 72% remained employed after one year.
- The social enterprise Cleanslate, which provides transitional jobs, collected over 256,000 recycling and garbage bags while employing over 200 individuals in transitional jobs and placing 74 in permanent positions.
Legal Lay of the Land
The Labor Movement is Energized
Organizing Trends and Tactics
Reasons Employees Resort to Unionization
Union Organizing Early Warning Signs
The Anatomy of a Union Campaign
Prohibited Conduct During Organizing Campaign
What Management Can Say About Unions
Creating a Positive Operating Climate To Avoid Unionization Threats
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
Value proposition for outsourcing leadership developmentPhillip Ash
This document proposes an outsourced leadership development program focused on improving engagement and discretionary effort. It notes that CEOs are most concerned with leadership and its development. An effective program includes knowledge acquisition, competency development through assessment and active learning, and behavior change facilitated by coaching. The program outlined uses assessment, blended learning, and coaching to efficiently develop leaders' interpersonal skills and produce behavior change. It argues this approach can improve productivity, customer satisfaction, retention and create a 6:1 return on investment through increased engagement and discretionary effort.
The document summarizes the key findings of a poll conducted jointly by SHRM and AARP on strategic workforce planning, particularly regarding retirement of older workers. Some of the main findings include:
- 53% of organizations conducted workforce assessments in 2010-2011 to identify skills gaps, while 14% plan to do so after 2011. 42% assessed impact of retirements by workers aged 50+ in 2010-2011, and 23% plan to do so after 2011.
- 39% of organizations examined internal policies and practices in preparation for shortage of younger workers due to retirements.
- 45% saw potential loss of talent from baby boomer retirements as a potential problem, while 20% saw it as a problem and one
Navigator is an international consulting firm based in London and Athens that has advised on over 80 investment projects totaling €6 billion since 1995. It provides services throughout the investment cycle, including investment analysis, due diligence, business planning, post-investment support, and investment monitoring. Navigator has experience advising a wide range of clients on projects in various industries and regions.
This document outlines a 5 step investment consulting process: [1] Discovery of a client's unique needs, goals, risk tolerance and time horizon; [2] Diversification to reduce volatility across geographies, asset classes and styles; [3] Creation of an Investment Policy Statement outlining objectives, guidelines and targets; [4] Selection of investments based on quantitative and qualitative analysis; [5] Continuous monitoring and review of performance, managers and the investment environment. The overall process aims to partner with clients to design customized portfolios that meet their objectives.
US lead the M&A surge, but confidence hits European dealmakersDeloitte UK
The document discusses trends in mergers and acquisitions (M&A) activity globally and regionally in Q3 2015. Key points include:
- M&A activity in the first half of 2015 was one of the strongest on record, driven by a surge in US deals fueled by economic factors.
- However, political and currency risks in Europe are weakening confidence for M&A deals among European companies.
- The document predicts that overall M&A activity will remain similar to Q2 levels in Q3 based on these factors.
1. The document provides advice on investing in the stock market, emphasizing the importance of educating oneself first before investing.
2. It discusses Warren Buffett's value investing approach and methodology, noting his emphasis on assessing a company's intrinsic value and competitive advantage.
3. The document outlines various factors to consider when analyzing companies and selecting stocks for investment, such as earnings, growth prospects, and market trends in different sectors.
2016 Financial Services M&A Predictions: Rising to the challengeDeloitte UK
This year’s Financial Services M&A Predictions report explores the key drivers of M&A activity going forward, specifically market disruption and technology; consolidation and growth; and regulatory change. Looking at recent M&A activity, the report predicts how these trends will impact M&A across the whole spectrum of financial services in 2016.
This document discusses the growth potential and business models of robo-advisors. It begins by asking how big and fast the robo-advisor industry can grow in the US, what business models may be successful, and where advice is headed in the future. It then examines the size and growth projections of the robo-advisor market, outlines different business models, and explores how advanced analytics could expand the scope of automated advice over time. The document concludes that while robo-advice has significant growth potential, many questions remain around which firms and models can succeed in this evolving space.
The Deloitte M&A Index is a forward-looking indicator that forecasts future global M&A deal volumes and identifies the factors influencing conditions for dealmaking.
To obtain a foundational understanding of how the Internet of Things applies to your business, begin by exploring the answers to five key questions. To learn more, check out our special Internet of Things section in Deloitte Review Issue 17: http://deloi.tt/1TwfcmI
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
32 Ways a Digital Marketing Consultant Can Help Grow Your BusinessBarry Feldman
How can a digital marketing consultant help your business? In this resource we'll count the ways. 24 additional marketing resources are bundled for free.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- 7 in 10 HR professionals said personal financial challenges had some or large impact on employee performance, especially increasing stress and decreasing ability to focus.
- 38% of HR professionals saw more financial challenges now compared to 2007, and 23% saw more challenges than 12 months ago.
- 57% of organizations provide some financial education, with retirement and financial counseling being most common. Baby Boomers and Gen X participate most.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
White Paper: Financial Literacy for Employees - Understanding What Makes an E...Frank Wiginton
Part 1 in a 3 part series on defining financial literacy in the workplace. Part 1 explains what makes an effective financial education program for employees.
White Paper: Workplace Financial Education - The Benefits and Rewards of a Fi...Frank Wiginton
Financially stressed employees are less productive and cost companies more through increased absenteeism and presenteeism. Offering financial education in the workplace can help alleviate employee stress over finances and improve productivity. Studies show that financial stress contributes to declining employee engagement, mental health issues, and increased costs for employers. Financial education programs have been shown to reduce employee stress, boost engagement, lower absenteeism and health care costs, and improve the bottom line for companies.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
Fin well sponsor presentation may 2019-web nycCarol Buckmann
This document discusses empowering employees with financial wellness programs. It defines financial wellness and outlines the business case for why companies should care about it, including reducing absenteeism and health care costs. The document provides an overview of different types of financial wellness programs and considerations for determining if a company is a good fit and selecting a provider. The goal is to help companies move from intending to implement financial wellness programs to taking action.
- According to HR professionals, 61% of employees have fair or poor financial health, with those at organizations with more hourly workers faring worse. Employees aged 25-34 experience the most financial stress.
- Most employees have some level of financial literacy, though those at organizations with more hourly workers tend to be less literate.
- Common benefits offered are retirement planning and loan products from third parties. HR professionals report that these benefits positively impact employees' ability to manage financial difficulties.
- Financial stress can impact work through absenteeism, requests for pay advances, and may eventually lead to wage pressure or benefit changes to better support stressed employees.
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
Join Fred Kocher, the host of WMUR's "New Hampshire's Business" and President of the New Hampshire High Tech Council as he discusses the outlook for businesses in 2011 with Hampshire First Bank (hampshirefirst.com) executive Jay Dinkel. 111 businesses from 27 classifications answered questions about the state of the local and national economy and other issues impacting business. Learn more! (Webinar originally recorded April 14, 2011).
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Small business owners face many challenges including a weak economy, government regulations, and healthcare costs. A survey found their top concerns were the economy, finding customers, and unpaid bills. To address these risks, many plan to use social media marketing, purchase equipment, and expand services. They also want to improve employee training and increase salaries. Most small business owners rely on personal savings and retained earnings to fund growth plans. When ensuring success, they cited providing excellent customer service and having strong personal attributes as most important rather than relying on employees.
Small business owners face many challenges including a weak economy, government regulations, healthcare costs, and finding new customers. While slightly more optimistic about the economy in 2014 than 2013, most view the economy as still in recession. Their top concerns are the weak economy, customers, competition, and government rules. To address these challenges, many plan to use social media marketing, purchase new equipment, and expand services. Providing great customer service, integrity, and working hard are seen as most important to success. Employees' top desire is better pay and benefits. The most common benefits offered are paid time off, health insurance, and retirement plans.
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 Business Case for Financial Education in the WorkplaceMarkDonnay
Handling everyday personal financial issues is becoming increasingly stressful for employees. They need our help.
Make financial literacy education-and-tools a key element of your wellness and assistance solutions.
You can effectively and efficiently address one of the more difficult challenges facing workforces today.
Enjoy the fruits of taking your wellness and assistance programs to the next level. Make the clear connection between a financially literate workforce and a healthier, more productive, stable, and easy to manage workforce.
This document summarizes findings from a SHRM survey on communicating employee benefits. Key findings include:
- 80% of organizations reported employees were very or somewhat knowledgeable about available benefits.
- 79% of organizations agreed their communication efforts were effective, though only 24% had a communications budget.
- Top communication methods were online/paper materials, group meetings, and one-on-one counseling.
- Very few organizations used social media for communications, though 8% planned to in the next year.
- Health care remained the most important benefit to over 80% of employees.
SHRM Survey Findings: The Ongoing Impact of the Recession—Health Industryshrm
Two-thirds (65%) of organizations in the health industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 50% in 2011. The top three reasons given for recruiting difficulty were competition from other employers (39%), the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%), and lack of the right skills among candidates (36%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
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.
The survey found that most organizations believe their employee benefits communications are effective. The top three communication methods were online/paper enrollment materials, group communications with organizational representatives, and one-on-one counseling. While few organizations currently use social media for communications, some plan to in the future. Health care remains the most important benefit to employees, though retirement and flexible benefits are growing in importance. Overall, employees were reported to be knowledgeable about available benefits, though few organizations have dedicated communications budgets.
The document summarizes a survey of HR professionals on challenges facing the HR field over the next 10 years. The top three challenges were seen as retaining and rewarding employees, developing future leaders, and creating a culture that attracts top talent. Obtaining and optimizing human capital was viewed as the biggest investment challenge. Providing flexible work arrangements and promoting a culture of trust and fairness were viewed as most effective for attracting and retaining employees. Most respondents expected their workforce to grow in size and use more contract/temporary employees over the next 10 years.
The state-based movement in support of sound money has spread quickly as Louisiana becomes the second state to eliminate taxes on gold. The Louisiana Senate passed by a vote of 25-10 H.B. 682, a bill which removes the sales tax on gold and silver currency and bullion.
Existing law only exempts taxation for purchases of $1,000 and over.
This gives lower and middle income citizens the ability to acquire hard money without a regressive sales tax burden.
By removing taxes, it implicitly recognizes gold and silver coins as money.
The document provides an evaluation of Peter Temin's interpretation of the causes of the Panic of 1837 and subsequent recession from an Austrian economic perspective. It argues that Temin incorrectly absolves both the state banks and President Jackson of responsibility for causing monetary inflation in the 1830s. According to Austrian theory, fractional reserve banking and Jackson's policies did contribute to inflation by expanding the money supply. It also critiques Temin's view that external factors alone caused the panic, arguing a sound monetary system could have prevented it from having severe economic effects.
MEASURING PEACE AND ASSESSING COUNTRY RISK
This is the eighth edition of the Global Peace Index (GPI), which ranks nations according to their level of peace.
The Index is composed of 22 qualitative and quantitative indicators from highly respected sources and ranks 162 independent states, covering 99.6 percent of the world’s population. The index gauges global peace using three broad themes: the level of safety and security in society; the extent of domestic or international conflict; and the degree of militarisation.
Today the face of HR is often a portal, rather than a person. Almost all firms now provide universal access to HR services through technology and web- based applications, dramatically changing the practice of human resource management. These changes often result from the need to cut costs and expand or improve services.
President’s Advisory Council on Financial LiteracySteven Reta
On January 22, 2008, president George W. Bush signed an executive order creating, for the first time, a president’s advisory Council on financial Literacy. The charge was simple, yet daunting: improve financial literacy among all americans.
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, and help manage conditions like depression and anxiety. The document recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to experience these benefits.
The survey summarizes key findings from the 2013 Consumer Financial Literacy Survey conducted by Harris Interactive for the National Foundation for Credit Counseling and the Network Branded Prepaid Card Association. It provides details on the survey methodology and examines topics like budgeting, spending, savings, bill payment, credit cards, financial knowledge, debt problems, and prepaid debit card usage. Over 2,000 US adults ages 18 and up were surveyed online between March 4-6, 2013. The survey highlights trends in financial behaviors and concerns.
The document summarizes the results of a 2014 health care reform survey conducted by Willis. Over 1,000 employers responded to the survey on their current and future health benefit strategies in response to the Affordable Care Act. Key findings include: most employers intend to continue offering health benefits to employees despite high costs; cost-shifting strategies like increasing employee premiums are widespread but not the only approach; and private health insurance exchanges are emerging as a new distribution channel for some employers. Compliance with plan design requirements is high, but administrative requirements have proven more difficult to implement. Employers continue relying heavily on brokers for guidance on navigating ongoing health care reforms.
The document discusses the decline of retirement security for American workers and analyzes the shift from traditional pensions to individual retirement plans like 401(k)s. It finds that this shift has exposed workers to greater risks and costs, undermining retirement outcomes. Specifically, it notes that Generation X workers can expect to receive just 65% of their pre-retirement income in retirement, compared to 77% for early Baby Boomers. This is due to factors like stagnant wages, rising costs of living, and the replacement of traditional pensions by individual plans that place more risks and burdens on workers. The report examines problems with the current system and considers policy proposals to better ensure retirement security.
Princeton, N.J. – A new NPR/Robert Wood Johnson Foundation/Harvard School of Public Health (HSPH) poll released today that examines the role of stress in Americans’ lives finds that about half of the public (49%) reported that they had a major stressful event or experience in the past year. Nearly half (43%) reported that the most stressful experiences related to health.
More than half of those who experienced a great deal of stress in the past month say too many overall responsibilities and financial problems were contributors (54% and 53% respectively).
Driving Performance Through Enhanced Collaboration between HR and Finance.
Effective working relationships across functions — particularly HR and Finance — have traditionally eluded many organizations. A siloed approach won’t work in the future.
This document discusses barriers that prevent many Americans from adequately preparing for retirement. It summarizes the key findings of a survey of nearly 4,500 consumers conducted by Deloitte's Center for Financial Services. The survey found that 58% of Americans do not have a formal retirement savings and income plan. It identified five main barriers: 1) conflicting financial priorities, 2) failure of financial institutions to effectively communicate, 3) lack of awareness of retirement products, 4) mistrust of financial institutions, and 5) consumers' preference to manage retirement planning themselves. The document suggests that financial institutions should address retirement needs earlier and in conjunction with other financial goals in order to help consumers overcome these barriers.
OKLAHOMA SB682 Establishing Gold and Silver Coins as Legal TenderSteven Reta
This document is the conference committee report for Senate Bill 862 in Oklahoma. It summarizes the recommendations of the conference committee, which are: 1) That the House recede from all amendments, and 2) That the attached conference committee substitute be adopted. It then lists the Senate and House conferees who participated in the conference committee.
Terminated vested cashouts can provide benefits to plan sponsors by reducing pension liability and costs. However, some sponsors are hesitant due to perceived concerns. This document addresses 10 common concerns: 1) Interest rates are too low, but waiting risks missing opportunities. 2) Using fixed income assets to pay lump sums preserves portfolio risk. 3) Funded status may dip but economic costs are reduced. 4) Settlement accounting can be avoided or may not negatively impact share price. 5) Contributions may accelerate slightly but long-term costs are reduced. 6) Participants have flexibility and many roll over funds. 7) Cashouts can support eventual plan termination. 8) Data cleanup is more efficient now. 9) Costs are often justified
Physician Savings and Retirement Readiness in Critical ConditionSteven Reta
This document summarizes a report on physicians' retirement savings behaviors and readiness. It finds that while physicians save an average of 14.9% of their salaries, younger physicians save below the recommended 15% rate. Many physicians do not save enough in their retirement plans due to IRS contribution limits. The document recommends that physicians complete financial plans and have access to non-qualified savings plans to help them save adequately. It also finds that some physicians have overly aggressive asset allocations and would benefit from guidance throughout their careers to ensure appropriate diversification. Based on projected retirement savings, pre-retiree physicians are estimated to replace only 56% of their ending incomes, below the suggested replacement goal of 71%.
The survey results show that the majority of organizations offer standard health care benefits like prescription drug coverage, dental insurance, and vision insurance. Preventive health benefits focused on wellness initiatives that provide incentives to employees have grown in popularity over the last five years. Retirement savings plans have shifted toward defined contribution plans and Roth 401(k) options. Paid time off plans combining vacation, sick, and personal days into one plan are also increasing in prevalence.
HR and business leaders are benefiting from migrating traditional employee reward and recognition programs to social-enabled technologies. These new systems report significant improvements in employee engagement and business outcomes by making recognition more visible, continuous, and focused on intrinsic motivation. However, there are inherent risks that must be effectively monitored and managed. Recommendations include capturing baseline metrics, evaluating cultural readiness for increased transparency, and planning for risks from social programs with an agile approach to risk mitigation. Adoption of social reward and recognition systems is expected to increase 25% annually.
The document discusses trends identified by SHRM's Special Expertise Panels for 2014. It provides an overview of the panels, which are composed of HR subject matter experts. The panels identified top trends in areas like corporate social responsibility, employee health and safety, employee relations, ethics, and global HR. Some cross-cutting trends included the impact of the economy, competition for skilled workers, technology developments, and demographic changes. The document lists and summarizes the specific trends identified by each panel.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
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 document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.