The document summarizes the results of a SHRM poll on healthy food and drinks in the workplace. It finds that 60% of organizations do not have policies promoting healthy options, though larger organizations are more likely to. Most employees responded favorably to such efforts. Over half of organizations offer healthier vending and meeting options, though provisions vary by organization size, sector and location. Respondents were split on whether regulating workplace food is HR's role.
The document provides an overview of the Healthcare Leadership Model, which is comprised of nine leadership dimensions. It is intended to help healthcare workers at all levels improve their leadership skills and behaviors. The model describes leadership behaviors on a scale from essential to exemplary. It emphasizes that developing personal qualities like self-awareness is important for effective leadership. The document explains how to use the model for self-assessment and developing leadership skills.
- Most organizations do not conduct credit background checks on all job candidates, with only 13% doing so. Four out of 10 organizations do not conduct any background checks.
- The top three factors influencing hiring decisions are cultural fit, relevant work experience, and needed skills—with favorable credit checks being a minor factor at 9%.
- Credit checks are primarily conducted for positions with financial responsibility, senior executives, or access to confidential information, regardless of industry.
The document summarizes key findings from a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) 50% of organizations have taken some action in response to the law due to lack of clarity, while 50% have not or are unsure;
2) HR professionals report difficulty understanding details of the law and lack of information as barriers to informed decisions;
3) Organizations rely heavily on insurance brokers for information on complying with the new law.
The document discusses organizations' use of credit background checks in hiring decisions. Some key findings:
1) Only 13% of organizations conduct credit background checks on all candidates, while 47% do so selectively.
2) The top factors influencing hiring are cultural fit, relevant experience, and skills - not credit history.
3) Checks are primarily used for roles involving finances, executives, or confidential data, regardless of industry.
The document summarizes the findings of a SHRM poll about ethics officers in organizations. Some key findings include:
- Nearly 50% of organizations have an ethics officer or professional in a similar role, with publicly owned companies being more likely than privately owned companies to have this position.
- 44% of ethics officers report directly to the organization's top executive such as the CEO.
- The most common department ethics officers work in is the HR department.
This SHRM poll surveyed over 1,000 HR professionals on their organization's response to the 2010 US healthcare reform law. Key findings include:
- 30% aim to maintain "grandfathered" status to avoid additional costs, while 11% decided not to maintain it.
- 64% had already implemented wellness programs, and 18% plan to.
- About 1/3 reported already meeting requirements to remove preexisting condition exclusions for children, annual maximums, and reevaluate retiree plans.
- Self-insured organizations were more likely than insured to maintain grandfathered status or not consider the issues.
Senior management in larger organizations and those with self-insured health plans were more likely to ask HR to provide an overview of health care reform implications. HR addressed short-term issues like knowledge of the new law and immediate financial impacts before long-term strategic issues. HR also focused on compliance requirements and financial implications with leadership of larger, self-insured, and multinational organizations. The poll surveyed over 1,000 HR professionals and had a 21% response rate.
The document reports on a 2010 SHRM poll examining sexual harassment claims in the workplace. Key findings include:
- Publicly owned and large organizations reported more sexual harassment claims than privately owned and medium-sized organizations.
- Most respondents who had claims said the number had increased in the past 24 months. Claims were mostly brought by female employees.
- At the time of the claims, most employees making claims were permanent employees.
- Larger organizations and those in the public sector were more likely to provide annual sexual harassment training to employees.
- The methodology notes a 16% response rate from HR professionals, with a margin of error of +/- 4%.
The document provides an overview of the Healthcare Leadership Model, which is comprised of nine leadership dimensions. It is intended to help healthcare workers at all levels improve their leadership skills and behaviors. The model describes leadership behaviors on a scale from essential to exemplary. It emphasizes that developing personal qualities like self-awareness is important for effective leadership. The document explains how to use the model for self-assessment and developing leadership skills.
- Most organizations do not conduct credit background checks on all job candidates, with only 13% doing so. Four out of 10 organizations do not conduct any background checks.
- The top three factors influencing hiring decisions are cultural fit, relevant work experience, and needed skills—with favorable credit checks being a minor factor at 9%.
- Credit checks are primarily conducted for positions with financial responsibility, senior executives, or access to confidential information, regardless of industry.
The document summarizes key findings from a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) 50% of organizations have taken some action in response to the law due to lack of clarity, while 50% have not or are unsure;
2) HR professionals report difficulty understanding details of the law and lack of information as barriers to informed decisions;
3) Organizations rely heavily on insurance brokers for information on complying with the new law.
The document discusses organizations' use of credit background checks in hiring decisions. Some key findings:
1) Only 13% of organizations conduct credit background checks on all candidates, while 47% do so selectively.
2) The top factors influencing hiring are cultural fit, relevant experience, and skills - not credit history.
3) Checks are primarily used for roles involving finances, executives, or confidential data, regardless of industry.
The document summarizes the findings of a SHRM poll about ethics officers in organizations. Some key findings include:
- Nearly 50% of organizations have an ethics officer or professional in a similar role, with publicly owned companies being more likely than privately owned companies to have this position.
- 44% of ethics officers report directly to the organization's top executive such as the CEO.
- The most common department ethics officers work in is the HR department.
This SHRM poll surveyed over 1,000 HR professionals on their organization's response to the 2010 US healthcare reform law. Key findings include:
- 30% aim to maintain "grandfathered" status to avoid additional costs, while 11% decided not to maintain it.
- 64% had already implemented wellness programs, and 18% plan to.
- About 1/3 reported already meeting requirements to remove preexisting condition exclusions for children, annual maximums, and reevaluate retiree plans.
- Self-insured organizations were more likely than insured to maintain grandfathered status or not consider the issues.
Senior management in larger organizations and those with self-insured health plans were more likely to ask HR to provide an overview of health care reform implications. HR addressed short-term issues like knowledge of the new law and immediate financial impacts before long-term strategic issues. HR also focused on compliance requirements and financial implications with leadership of larger, self-insured, and multinational organizations. The poll surveyed over 1,000 HR professionals and had a 21% response rate.
The document reports on a 2010 SHRM poll examining sexual harassment claims in the workplace. Key findings include:
- Publicly owned and large organizations reported more sexual harassment claims than privately owned and medium-sized organizations.
- Most respondents who had claims said the number had increased in the past 24 months. Claims were mostly brought by female employees.
- At the time of the claims, most employees making claims were permanent employees.
- Larger organizations and those in the public sector were more likely to provide annual sexual harassment training to employees.
- The methodology notes a 16% response rate from HR professionals, with a margin of error of +/- 4%.
This document summarizes the results of a survey of HR professionals about the reference and background checking practices of their organizations. The survey found that the majority of organizations provide potential employers factual information about job duties and dates of employment for former employees, while fewer provide unsolicited opinions or performance reviews. It also provides demographic information about the surveyed organizations, such as industry, sector, size, region, and location.
The document reports the results of a SHRM poll regarding post-recession hiring. It found that:
- Many companies had lost jobs since the recession began in 2007.
- Most companies' financial health was recovering compared to a year ago.
- Many companies were currently hiring full-time staff to fill a variety of roles.
- Finding qualified candidates for new skills needed after the recession was viewed as difficult by some industries.
- The poll had a 14% response rate and sample size of over 2000 HR professionals.
This survey of over 1,500 organizations found that:
- 40% of organizations are currently focusing on creating green jobs or adding green duties to existing jobs, while 55% are not and 5% plan to in the future.
- For those adding green jobs, the focus has increased over the past 12 months (34%) and 2 years (20%), while staying the same for most others (65% and 79%).
- The most common reasons organizations are not adding green jobs are that no need/opportunity exists (75%), cost implications (17%), and lack of management support (16%).
- The most common green job activities have been adding new green duties to existing positions (81%)
The document summarizes the results of a poll conducted by SHRM in February 2010 about how organizations responded to relief efforts for the Haiti earthquake in January 2010. Publicly owned for-profit organizations, large organizations, and multinational organizations were more likely to provide assistance. The most common types of assistance included monetary donations and donation matching. Relief efforts for Haiti were also compared to previous disasters in 2004 and 2005.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
The document summarizes the results of a survey of HR professionals about conducting credit background checks on job candidates. Many employers conduct background checks, including credit history reports, to evaluate candidates under the Fair Credit Reporting Act. The survey found that over half of organizations check candidates' credit histories, with the number of years varying by job level. Protecting company assets and ensuring integrity were the top reasons for credit checks. The majority of respondents said high debt or bankruptcy could negatively affect hiring decisions.
According to a 2010 SHRM poll:
- Larger organizations and publicly owned companies were more likely to have hired staff in the last 3 months than smaller organizations and privately owned companies.
- Hiring of both undergraduate and postgraduate 2010 university graduates dipped slightly compared to 2009.
- Most positions filled by 2010 graduates were full-time rather than part-time or temporary.
- 2010 graduates faced more competition for jobs due to the economic climate.
The document summarizes the findings of a poll examining organizations' practices related to employing military personnel and recruiting veterans. Key areas examined include support provided to employees called to active duty service, challenges faced due to employees' military service, and the benefits and challenges of hiring veterans. The poll found that while many organizations provide compensation and benefits support to active employees, they also face staffing challenges as a result. Additionally, most organizations see benefits to hiring veterans but also potential challenges, and assistance from government programs could help with recruitment efforts.
A survey of 317 HR professionals found that 2% currently sit on their organization's board of directors and 3% had sat on a board in the past five years. The survey also found that 206 organizations are governed by boards of directors, but only 5% of those boards include one or more HR professionals. The survey respondents represented a variety of industries, sectors, and organization sizes.
The document discusses conducting credit background checks on job applicants. It provides an overview of credit background checks and notes that the Fair Credit Reporting Act authorizes employers to obtain consumer reports from consumer reporting agencies for employment purposes with certain disclosure requirements. The document also reports results from a survey of HR professionals regarding their organizations' use of credit background checks, including the types of jobs for which they conduct checks, how many years of credit history they review for different job levels, and factors that might affect hiring decisions if a check revealed negative financial information. It concludes with methodology details about the survey.
This document surveys organizations about their drug testing policies and practices. 68% of organizations conduct pre-employment drug testing, most commonly for safety-sensitive roles. Post-accident testing is most common, followed by random testing. The survey found variations in drug testing by organization type, with privately owned for-profit organizations most likely to conduct post-accident testing. The survey included responses from 312 organizations across different industries, sectors, sizes, regions and locations.
The document summarizes the findings of a SHRM poll on organizations' responses to the 2010 US healthcare reform law. Key findings include:
1) About half of organizations have taken some action in response to the law due to lack of clarity, while the other half have not due to difficulties understanding details.
2) Organizations are turning most to insurance brokers for information on how to proceed with the law's requirements.
3) The main barriers to implementing the law are lack of understanding of its details, implementation costs, and employee out-of-pocket costs.
4) Top actions taken are working with legal counsel to understand implications, training HR staff, partnering with benefits providers on 2011 plans
The document discusses the results of a survey of HR professionals regarding post-hire background checks of employees. It finds that 43% of organizations conduct post-hire background checks, most commonly when prompted by a reasonable suspicion of wrongdoing or legal requirement. Over half of organizations started conducting these checks in the past 5 years, with the majority in the private sector and representing a variety of industries and organization sizes across different regions.
The document discusses the results of a survey of HR professionals about conducting criminal background checks on job candidates. Some key findings include:
- 60% of organizations conduct background checks on all job candidates
- A history of violence or weapons charges is very influential in deciding not to extend a job offer
- The primary reasons for background checks are legal compliance and assessing safety risks
- Most organizations allow candidates to explain adverse background check results
The survey found that approximately two-thirds of unemployed SHRM members who responded were still seeking work, with most searching for HR-related positions. Many had been without work for over six months. Respondents reported taking actions like attending networking events and volunteer work while unemployed. A majority had health insurance from sources such as COBRA or spousal plans. The recession impacted HR professionals from a variety of industries such as manufacturing, government, and consulting.
This document summarizes the results of a survey of HR professionals on background check policies and procedures. Larger organizations and those in the southern US region were more likely to have written criminal background check policies. Most organizations outsource some type of background check. The majority of organizations conduct both domestic and international checks when applicable. The economic downturn has not significantly impacted the number of background checks conducted. The survey included over 300 HR professionals from a variety of industries, organization sizes, regions, and sectors.
The document summarizes the results of a SHRM poll regarding HR professionals' use of scholarly research in developing HR solutions. It found that 74% of HR professionals reviewed scholarly research more than once in the past year, with the top sources being Harvard Business Review, the SHRM website, and HR Magazine. While 93% reviewed practice-oriented materials more than once, only 60% used scholarly research to help develop HR solutions for their organization, primarily in the areas of training and development, compensation and benefits, and organizational development. The primary reasons for not using scholarly research included a lack of relevance to their organization and issues being too academic. Factors that could encourage greater use included more applied and industry-specific research.
This document summarizes poll data from 2010 on the financial challenges facing the US and global economy and their impact on organizations. It compares data from 2010 to previous years. In the past six months, many organizations reduced benefits, allowed attrition, retrained employees, and froze hiring. In the next six months, if challenges continue, organizations expect to further reduce benefits and cut budgets. The poll surveyed over 400 HR professionals from various industries, sectors, sizes, and regions.
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
66% of HR professionals believe it is their responsibility to assist employees with issues related to their health care plan such as unpaid claims or service issues. 6% of companies include incentives in their health care insurer contracts focused on decreasing claims processing time, with performance guarantees being the most common incentive. The poll surveyed 309 HR professionals, most working for private sector companies between 100-999 employees operating domestically.
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 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.
This document summarizes the results of a survey of HR professionals about the reference and background checking practices of their organizations. The survey found that the majority of organizations provide potential employers factual information about job duties and dates of employment for former employees, while fewer provide unsolicited opinions or performance reviews. It also provides demographic information about the surveyed organizations, such as industry, sector, size, region, and location.
The document reports the results of a SHRM poll regarding post-recession hiring. It found that:
- Many companies had lost jobs since the recession began in 2007.
- Most companies' financial health was recovering compared to a year ago.
- Many companies were currently hiring full-time staff to fill a variety of roles.
- Finding qualified candidates for new skills needed after the recession was viewed as difficult by some industries.
- The poll had a 14% response rate and sample size of over 2000 HR professionals.
This survey of over 1,500 organizations found that:
- 40% of organizations are currently focusing on creating green jobs or adding green duties to existing jobs, while 55% are not and 5% plan to in the future.
- For those adding green jobs, the focus has increased over the past 12 months (34%) and 2 years (20%), while staying the same for most others (65% and 79%).
- The most common reasons organizations are not adding green jobs are that no need/opportunity exists (75%), cost implications (17%), and lack of management support (16%).
- The most common green job activities have been adding new green duties to existing positions (81%)
The document summarizes the results of a poll conducted by SHRM in February 2010 about how organizations responded to relief efforts for the Haiti earthquake in January 2010. Publicly owned for-profit organizations, large organizations, and multinational organizations were more likely to provide assistance. The most common types of assistance included monetary donations and donation matching. Relief efforts for Haiti were also compared to previous disasters in 2004 and 2005.
The document summarizes the key findings of a SHRM poll on organizations' responses to the 2010 US health care reform law:
1) Nearly half of organizations decided not to drop health care coverage for employees after the reform, though over a third are still analyzing the impact.
2) Forty-one percent of organizations indicated they are likely to pass on increased health care costs to employees in 2011.
3) Thirty-four percent of organizations are considering alternative health care plans for employees due to the reform.
4) Organizations cited lowering employee morale and competitiveness for talent as primary reasons for keeping health care coverage, rather than economic considerations.
The document summarizes the results of a survey of HR professionals about conducting credit background checks on job candidates. Many employers conduct background checks, including credit history reports, to evaluate candidates under the Fair Credit Reporting Act. The survey found that over half of organizations check candidates' credit histories, with the number of years varying by job level. Protecting company assets and ensuring integrity were the top reasons for credit checks. The majority of respondents said high debt or bankruptcy could negatively affect hiring decisions.
According to a 2010 SHRM poll:
- Larger organizations and publicly owned companies were more likely to have hired staff in the last 3 months than smaller organizations and privately owned companies.
- Hiring of both undergraduate and postgraduate 2010 university graduates dipped slightly compared to 2009.
- Most positions filled by 2010 graduates were full-time rather than part-time or temporary.
- 2010 graduates faced more competition for jobs due to the economic climate.
The document summarizes the findings of a poll examining organizations' practices related to employing military personnel and recruiting veterans. Key areas examined include support provided to employees called to active duty service, challenges faced due to employees' military service, and the benefits and challenges of hiring veterans. The poll found that while many organizations provide compensation and benefits support to active employees, they also face staffing challenges as a result. Additionally, most organizations see benefits to hiring veterans but also potential challenges, and assistance from government programs could help with recruitment efforts.
A survey of 317 HR professionals found that 2% currently sit on their organization's board of directors and 3% had sat on a board in the past five years. The survey also found that 206 organizations are governed by boards of directors, but only 5% of those boards include one or more HR professionals. The survey respondents represented a variety of industries, sectors, and organization sizes.
The document discusses conducting credit background checks on job applicants. It provides an overview of credit background checks and notes that the Fair Credit Reporting Act authorizes employers to obtain consumer reports from consumer reporting agencies for employment purposes with certain disclosure requirements. The document also reports results from a survey of HR professionals regarding their organizations' use of credit background checks, including the types of jobs for which they conduct checks, how many years of credit history they review for different job levels, and factors that might affect hiring decisions if a check revealed negative financial information. It concludes with methodology details about the survey.
This document surveys organizations about their drug testing policies and practices. 68% of organizations conduct pre-employment drug testing, most commonly for safety-sensitive roles. Post-accident testing is most common, followed by random testing. The survey found variations in drug testing by organization type, with privately owned for-profit organizations most likely to conduct post-accident testing. The survey included responses from 312 organizations across different industries, sectors, sizes, regions and locations.
The document summarizes the findings of a SHRM poll on organizations' responses to the 2010 US healthcare reform law. Key findings include:
1) About half of organizations have taken some action in response to the law due to lack of clarity, while the other half have not due to difficulties understanding details.
2) Organizations are turning most to insurance brokers for information on how to proceed with the law's requirements.
3) The main barriers to implementing the law are lack of understanding of its details, implementation costs, and employee out-of-pocket costs.
4) Top actions taken are working with legal counsel to understand implications, training HR staff, partnering with benefits providers on 2011 plans
The document discusses the results of a survey of HR professionals regarding post-hire background checks of employees. It finds that 43% of organizations conduct post-hire background checks, most commonly when prompted by a reasonable suspicion of wrongdoing or legal requirement. Over half of organizations started conducting these checks in the past 5 years, with the majority in the private sector and representing a variety of industries and organization sizes across different regions.
The document discusses the results of a survey of HR professionals about conducting criminal background checks on job candidates. Some key findings include:
- 60% of organizations conduct background checks on all job candidates
- A history of violence or weapons charges is very influential in deciding not to extend a job offer
- The primary reasons for background checks are legal compliance and assessing safety risks
- Most organizations allow candidates to explain adverse background check results
The survey found that approximately two-thirds of unemployed SHRM members who responded were still seeking work, with most searching for HR-related positions. Many had been without work for over six months. Respondents reported taking actions like attending networking events and volunteer work while unemployed. A majority had health insurance from sources such as COBRA or spousal plans. The recession impacted HR professionals from a variety of industries such as manufacturing, government, and consulting.
This document summarizes the results of a survey of HR professionals on background check policies and procedures. Larger organizations and those in the southern US region were more likely to have written criminal background check policies. Most organizations outsource some type of background check. The majority of organizations conduct both domestic and international checks when applicable. The economic downturn has not significantly impacted the number of background checks conducted. The survey included over 300 HR professionals from a variety of industries, organization sizes, regions, and sectors.
The document summarizes the results of a SHRM poll regarding HR professionals' use of scholarly research in developing HR solutions. It found that 74% of HR professionals reviewed scholarly research more than once in the past year, with the top sources being Harvard Business Review, the SHRM website, and HR Magazine. While 93% reviewed practice-oriented materials more than once, only 60% used scholarly research to help develop HR solutions for their organization, primarily in the areas of training and development, compensation and benefits, and organizational development. The primary reasons for not using scholarly research included a lack of relevance to their organization and issues being too academic. Factors that could encourage greater use included more applied and industry-specific research.
This document summarizes poll data from 2010 on the financial challenges facing the US and global economy and their impact on organizations. It compares data from 2010 to previous years. In the past six months, many organizations reduced benefits, allowed attrition, retrained employees, and froze hiring. In the next six months, if challenges continue, organizations expect to further reduce benefits and cut budgets. The poll surveyed over 400 HR professionals from various industries, sectors, sizes, and regions.
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
66% of HR professionals believe it is their responsibility to assist employees with issues related to their health care plan such as unpaid claims or service issues. 6% of companies include incentives in their health care insurer contracts focused on decreasing claims processing time, with performance guarantees being the most common incentive. The poll surveyed 309 HR professionals, most working for private sector companies between 100-999 employees operating domestically.
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 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.
This study by SHRM examined how workplace diversity and inclusion has changed over the past 5 years based on surveys of HR professionals in 2010 and 2005. It found that while the percentage of companies with formal diversity practices decreased slightly, likely due to the economic downturn, there were increases in other areas like diversity training and organizations reporting effective diversity programs. The study provides an overview of key findings regarding diversity practices, outcomes, challenges in measuring return on investment, and differences based on company size and sector.
Ceridian provides holistic health and productivity solutions to employers globally to improve employee well-being and business outcomes. Their solutions include:
- Employee assistance programs with counseling, work-life services, and training.
- Health management programs like biometric screenings, health coaching, and incentives to reduce risks and claims.
- Productivity and absence management to minimize leave costs and ensure compliance.
- Their solutions have over 80 million users worldwide and are proven to increase satisfaction, retention, and productivity while decreasing health costs and accidents.
How to Protect Your Culture in Times of CrisisLimeade
Explore the importance of building and maintaining an intentional culture, especially in times of crisis to help your organization return from COVID-19 stronger and unflappable.
This survey found that 72% of organizations offer wellness programs to employees. While most organizations find these programs effective in improving health and reducing costs, only 20% conduct return on investment analyses and 27% analyze cost savings. Over half of organizations saw increased participation in wellness programs in 2012 compared to 2011. The majority provide incentives for participation, which are effective in increasing engagement. More data is needed however to fully quantify the impact of wellness initiatives.
This document summarizes a webinar on why many company wellness programs fail and what can be done about it. The webinar was presented by David McGlennen from Bravo Wellness and Tony Kahmann from Waldo Agencies, Inc. It discussed how chronic diseases are often caused by poor lifestyle, and that worksite wellness programs have been shown to improve employee health and reduce medical costs. Common roadblocks to effective wellness programs like lack of participation and return on investment were addressed. The webinar promoted Bravo Wellness as a partner that can help design compliant programs, coordinate screenings and incentives, and achieve goals like increased participation and cost savings.
Employee Wellness - How Does Your Workplace Make You Feel?Darren Shaw, SIOR
Colliers International Group Inc. has released “Employee Wellness: How Does Your Workplace Make You Feel?,” a white paper that examines the actions employers are taking to prioritize workplace wellness and ultimately boost employee attraction and retention, reduce sick days and decrease healthcare costs.
This document summarizes the findings of a survey conducted by SHRM on wellness initiatives in California workplaces. Some key findings include:
- 61% of California organizations offer wellness programs compared to 72% nationally. However, larger organizations and public companies are more likely to offer them.
- Effectiveness of initiatives is mixed - 63% reduce healthcare costs but only 16% analyze return on investment. Participation is increasing but impact is hard to quantify.
- Incentives increase participation but many organizations do not extend benefits to dependents or align with financial wellness programs.
This survey reveals that Quality of Life—of employees, patients or students—is more than a passing trend. In all of the countries and sectors surveyed, it represents a new frontier of performance.
This document summarizes key points from a presentation on engagement and culture of well-being in the workplace. It discusses how engagement is linked to productivity, health costs, safety, and other organizational outcomes. Traditional health promotion programs that focus only on behavior change are less effective than developing a culture of well-being through employee engagement and addressing their intrinsic values and capacity. Measuring elements like job satisfaction, leadership, trust and using strengths can assess workplace culture and engagement levels.
This document discusses corporate wellness programs and their benefits. It notes that 30-60% of employer health care costs are potentially avoidable through lifestyle changes. Wellness programs have been shown to reduce health care costs by 20-55% and decrease absenteeism by up to 32%. For every $1 spent on wellness, companies save $3-6 in health care costs. The document promotes the StarrWellness program, which uses health risk assessments, biometric screenings, coaching and customized programs to help companies lower costs by reducing health risks and improving productivity.
Happiness Consulting, At Least + 50% Higher Efficiency, Engagement, Well-bein...Happiness Consulting
WHAT WE DO: We help CEOs & HR Directors to have a more free and stress-resilient life, and to keep their work-life balance and well-being by getting their employees perform 50% more efficient while everyone enjoys it in a sustainable environment at the same time.
WHY?
At business organisations, the improvement of Responsible Happiness generates usually 19%-50% higher Operating Income and it can generate at least 200% higher Operating Margin as well, while it protects from burn-out and creates a positive happy organisational culture. HR KPIs as Job Satisfaction, Engagement and Workplace Well-being (physical/ health & social & mental) highly increases, even above 80%. The chain of talents can be securely ensured within this positive workplace culture, that encourages them to grow and develop every single day.
HOW?
With consulting leaders and performing online assessments, we create a diagnosis of the people and the company itself. Based on that, we consult the leaders about the recommended directions of development. Then, we perform leadership and employee training and request the participants to apply the tools we provide to perform certain analysis and changes within their working environment, social habits, behaviours, and also mental attitudes, mindsets.
We share our know-how with professional Trainers, Consultants & Coaches in a form of a franchise cooperation that is established after a 6-12 months Train-The-Trainer program.
This document summarizes the services of a company called Employee Health Systems that provides comprehensive health and wellness programs tailored for businesses. Their mission is to teach employees to take ownership of their wellness through a whole-person approach addressing mental, spiritual, emotional and physical wellness. They help companies implement wellness programs through activities like health fairs, fitness centers and incentives that can reduce healthcare costs, absenteeism and increase productivity and engagement.
The document summarizes findings from a SHRM survey of California organizations regarding wellness initiatives. Key findings include:
- 61% of California organizations offer wellness programs compared to 72% nationally.
- Effectiveness of initiatives in improving health and reducing costs was rated highly, though few analyze return on investment.
- Over half saw increased employee participation in initiatives year-over-year.
- Incentives were deemed effective in boosting participation.
- Most would boost investment if able to better quantify impact.
This document discusses the need for a new vision for healthcare organizations and how organizational behaviors can affect physician professionalism. It notes how non-profit organizations influence physician behaviors and provides examples like conflicts of interest. A new vision is critical now due to goals of improving care quality while lowering costs. The document proposes core values for healthcare organizations like beneficence, dignity, and justice, along with competencies and behaviors to demonstrate those values. Leaders must integrate professional values into all operations and ensure organizational culture supports those values.
The document discusses the importance of worksite wellness programs for promoting employee health and reducing healthcare costs. It outlines the goals and perspectives of various stakeholders. Effective programs can result in reduced absenteeism, health costs, and claims costs while improving productivity. The document provides an overview of participation-based and results-based programs and considerations for developing a successful worksite wellness initiative through assessing needs, gaining support, choosing appropriate activities, and evaluating outcomes.
This document summarizes key findings from a survey on employee health care benefits in California. It finds that many organizations are unsure if employees will pay more for health care costs in the future. Organizations are using strategies like increasing employee premium contributions and promoting wellness to control costs. Larger organizations and public companies were more likely to increase employee contributions in 2013. Common cost-control activities included wellness programs, generic drugs, and consumer-directed health plans.
Similar to Shrm healthy foodspoll08152010_final (20)
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 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.
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.
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 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.
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.
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
- 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.
- 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.
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.
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.
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.
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.
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.
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.
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 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.
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.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024