A survey of 945 employers found that providing voluntary accident and disability insurance to employees was associated with lower operational costs for companies. Specifically:
- 40% of companies that offered voluntary accident insurance experienced declines in workers' compensation claims, including 50% of large companies.
- 31% of companies reported declines in employee absenteeism after offering voluntary accident insurance.
- Similar results were found for voluntary disability insurance, with 36% of companies reporting lower workers' compensation claims.
By reducing claims and absenteeism, the survey suggests offering these voluntary insurance plans can significantly reduce business expenses for employers.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
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?
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
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?
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.
Medical Staffing Network Care Management surveyed nearly eleven hundred care management professionals in the fifth annual “Career Resolutions” survey.
71% cited a career change as their number one resolution for 2014.
The report covers:
• Top career resolutions among care management professionals
• What would motivate these professionals to leave their current employer
• A detailed review of results by specific job function
• Advice for job seekers and employers
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using 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.
Authors: David F. Larcker and Brian Tayan
Stanford Closer Look Series, March 28, 2017
Long Version
Many observers consider the most important responsibility of the board of directors its responsibility to hire and fire the CEO. To this end, an interesting situation arises when a CEO resigns and the board chooses neither an internal nor external candidate, but a current board member as successor. Why would a company make such a decision? In this Closer Look, we examine this question in detail.
We ask:
• What does it say about a company’s succession plan when the board appoints a current director as CEO?
• What is the process by which the board makes this decision?
• Are directors-turned-CEO the most qualified candidates, or do they represent a stop-gap measure?
• What does the sudden nature of these transitions say about the board’s ability to monitor performance?
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
2013 Chief Legal Officer Survey
For the fourteenth year in a row, Altman Weil, Inc. has surveyed Chief Legal Officers (CLOs) on issues of importance in managing their corporate law departments. The purpose of these surveys is to capture current thinking of Chief Legal Officers and share the results with the legal profession, enabling both corporate law departments and law firms to benefit from the surveys
Leadership Essentials incorporate viable examination, an unmistakable vision, the capacity to impact others and foster individuals' ability, and the flexibility needed to look after center.
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.
Medical Staffing Network Care Management surveyed nearly eleven hundred care management professionals in the fifth annual “Career Resolutions” survey.
71% cited a career change as their number one resolution for 2014.
The report covers:
• Top career resolutions among care management professionals
• What would motivate these professionals to leave their current employer
• A detailed review of results by specific job function
• Advice for job seekers and employers
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using 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.
Authors: David F. Larcker and Brian Tayan
Stanford Closer Look Series, March 28, 2017
Long Version
Many observers consider the most important responsibility of the board of directors its responsibility to hire and fire the CEO. To this end, an interesting situation arises when a CEO resigns and the board chooses neither an internal nor external candidate, but a current board member as successor. Why would a company make such a decision? In this Closer Look, we examine this question in detail.
We ask:
• What does it say about a company’s succession plan when the board appoints a current director as CEO?
• What is the process by which the board makes this decision?
• Are directors-turned-CEO the most qualified candidates, or do they represent a stop-gap measure?
• What does the sudden nature of these transitions say about the board’s ability to monitor performance?
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
2013 Chief Legal Officer Survey
For the fourteenth year in a row, Altman Weil, Inc. has surveyed Chief Legal Officers (CLOs) on issues of importance in managing their corporate law departments. The purpose of these surveys is to capture current thinking of Chief Legal Officers and share the results with the legal profession, enabling both corporate law departments and law firms to benefit from the surveys
Leadership Essentials incorporate viable examination, an unmistakable vision, the capacity to impact others and foster individuals' ability, and the flexibility needed to look after center.
If a new company has not yet established a credit history, many lenders turn to the business owner’s personal
credit to evaluate risk. But does personal credit alone paint an accurate picture of a new business’s risk? Is there
a more optimal way to determine how creditworthy a young company may be?
State of the Independent Practice: What it Means For YouKareo
Join Kareo as we discuss the results from our recent nation-wide survey of 1,000 medical practices. We'll discuss our findings from the survey and how these insights will shape your billing company's future growth.
The Affordable Care Act has brought changes that businesses can’t ignore.
Aflac surveyed 314 brokers, 5,209 American workers and 1,856 business decision-makers to determine the impact health care reform is having on brokers’ business models and employers’ benefit offerings.
The results show the growing importance of voluntary insurance benefits.
A project on Micro Insurance for Calcutta University for my student .
If any one want to download then contact with me in my mail.
email id- c.das.cd@gmail.com
The 2016 Aflac WorkForces Report is the sixth annual Aflac employee benefits study examining benefits trends and attitudes. The study reveals a portrait of the U.S. workforce, how benefits affect retention and what employees are saying about benefits options. Be familiar with what’s available to you.
1. VIEWPOINT | BUSINESS
8/14
Lower your operational costs
Companies offering voluntary accident and disability
insurance report reductions in workers’ compensation claims
and absenteeism
Anecdotal evidence has long suggested
that companies offering voluntary
accident and disability insurance
policies experience lower workers’
compensation claims. A new Aflac
survey of 945 benefits decision-makers
confirms that making such coverage
available to employees is a smart move
for protecting your bottom line.
The effect of voluntary accident insurance on
workers’ compensation claims
Aflac’s “Impact of Voluntary Accident Insurance and Voluntary Disability Insurance on Workers’
Compensation Claims and Worker Absenteeism Study,” based on a nationwide survey conducted
in July 2014 by Research Now and Aflac, revealed that 40 percent of all companies providing
access to voluntary accident insurance experienced declines in their workers’ compensation
claims.1
When responses were broken down by company
size, the survey found that 50 percent of large companies,
38 percent of medium companies and 36 percent of small
companies reported declines; see Figure 1.
In addition to asking employers if they could confirm claims
declines, the survey inquired about the significance of those
declines.2
Figure 2 outlines what they had to say:
»» 47 percent of all employers reported declines of
50 percent or more, while 37 percent reported
declines of 25 to 49 percent.
»» 50 percent of large employers reported declines of 50 percent or more,
while 38 percent reported declines of 25 to 49 percent.
40%of all companies
providing access to
voluntary accident
insurance experienced
declines in their
workers’ compensation
claims.1
2. VIEWPOINT | BUSINESS Page 2
»» 45 percent of medium employers reported declines of 50 percent or more,
while 30 percent reported declines of 25 to 49 percent.
»» 45 percent of small employers reported declines of 50 percent or more,
while 39 percent reported declines of 25 to 49 percent.
The effect of voluntary accident insurance on absenteeism
Thirty-one percent of survey participants indicated they experienced a decline in worker
absenteeism once their company began offering voluntary accident insurance. When responses
were broken down by company size, 43 percent of large companies, 24 percent of medium
companies and 27 percent of small companies reported declines. Figure 2 also shows how
participants gauged the significance of the declines:
»» 52 percent of all employers reported declines of 50 percent or more,
while 28 percent reported declines of 25 to 49 percent.
»» 48 percent of large employers reported declines of 50 percent or more,
while 33 percent reported declines of 25 to 49 percent.
»» 50 percent of medium employers reported declines of 50 percent or more,
while 25 percent reported declines of 25 to 49 percent.
»» 57 percent of small employers reported declines of 50 percent or more,
while 25 percent reported declines of 25 to 49 percent.
The effect of voluntary disability insurance on
workers’ compensation claims
Workers’ compensation results for voluntary disability insurance were similar to those for voluntary
accident insurance: 36 percent of all companies reported decreases in workers’ compensation
claims. When broken down by company size, 46 percent of large companies, 28 percent
of medium companies and 34 percent of small companies reported declines; see Figure 3.
Participants gauged the significance of the declines in Figure 4:
»» 39 percent of all employers reported declines of 50 percent or more,
while 40 percent reported declines of 25 to 49 percent.
»» 40 percent of large employers reported declines of 50 percent or more,
while 44 percent reported declines of 25 to 49 percent.
»» 31 percent of medium employers reported declines of 50 percent or more,
while 34 percent reported declines of 25 to 49 percent.
»» 39 percent of small employers reported declines of 50 percent or more,
while 29 percent reported declines of 25 to 49 percent.
3. VIEWPOINT | BUSINESS Page 3
The effect of voluntary disability insurance on absenteeism
Thirty percent of survey participants indicated they experienced a decline in worker absenteeism
once their company began offering voluntary disability insurance. When responses were broken
down by company size, 43 percent of large companies, 22 percent of medium companies and
26 percent of small companies reported declines. See Figure 4 for how participants gauged the
significance of the declines:
»» 47 percent of all employers reported declines of 50 percent or more,
while 29 percent reported declines of 25 to 49 percent.
»» 50 percent of large employers reported declines of 50 percent or more,
while 28 percent reported declines of 25 to 49 percent.
»» 35 percent of medium employers reported declines of 50 percent or more,
and 35 percent reported declines of 25 to 49 percent.
»» 48 percent of small employers reported declines of 50 percent or more,
while 27 percent reported declines of 25 to 49 percent.
Potential savings for employers
What do these findings mean for employers? In short, savings. By making voluntary accident
or voluntary disability insurance available to your workers, you could significantly decrease the
frequency and expense of workers’ compensation claims and absenteeism.
Figure 1: Percent of companies offering voluntary accident insurance that experienced
declines in their workers’ compensation claims, by company size.
60
50
40
30
20
10
0
Small companies
Medium companies
Large companies
36% 38%
50%
4. VIEWPOINT | BUSINESS Page 4
Percent of decline in
workers’ compensation claims
Percent of decline in absenteeism
Rate of decline Overall Large
company
Medium
company
Small
company
Overall
Large
company
Medium
company
Small
company
Very significant 19% 20% 19% 17% 21% 17% 14% 28%
Significant 28% 30% 26% 28% 31% 31% 36% 29%
Moderate 37% 38% 30% 39% 28% 33% 25% 25%
Low 13% 11% 19% 11% 18% 17% 25% 15%
Not sure 4% 1% 5% 5% 2% 1% 0% 4%
Figure 2: Reported levels of decline for companies offering voluntary accident insurance
Levels of significance
Very significant: 75%+ Significant: 50-74% Moderate: 25-49% Low: <25%
Figure 3: Percent of companies offering voluntary disability insurance that experienced
declines in their workers’ compensation claims, by company size.
50
40
30
20
10
0
Small companies
Medium companies
Large companies
34%
28%
46%
Percent of decline in
workers’ compensation claims
Percent of decline in absenteeism
Rate of decline Overall Large
company
Medium
company
Small
company
Overall
Large
company
Medium
company
Small
company
Very significant 16% 10% 11% 21% 15% 12% 9% 20%
Significant 23% 30% 20% 18% 32% 38% 26% 28%
Moderate 40% 44% 34% 29% 29% 28% 35% 27%
Low 18% 15% 30% 16% 22% 20% 26% 22%
Not sure 4% 1% 5% 6% 2% 1% 3% 3%
Figure 4: Reported levels of decline for companies offering voluntary disability insurance
Levels of significance
Very significant: 75%+ Significant: 50-74% Moderate: 25-49% Low: <25%
5. Z140744 VIEWPOINT | BUSINESS Page 5
Sources:
1
Aflac’s “Impact of Voluntary Accident Insurance and Voluntary Disability Insurance on Workers’ Compensation
Claims and Worker Absenteeism Study” is based on a nationwide survey conducted in July 2014 by Research Now
and Aflac. Survey participants included a representative sample of 945 employers at small, medium and large U.S.
companies. Small employers were defined as those with three-99 employees. Medium employers were defined as
those with 100-499 employees. Large employers were defined as those with 500 or more employees.
2
Significant declines are defined as reductions in workers’ compensation claims of 50 to 74 percent; very significant
declines are defined as reductions in workers’ compensation claims of 75 percent or greater. Moderate declines are
defined as reductions in claims of 25 to 49 percent.
This article is for informational purposes only and is not intended to be a solicitation.
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