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.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
SHRM 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.
This SHRM survey found that the majority (74%) of organizations saw increased health care costs in 2011 compared to 2010. Most organizations (84%) are very concerned about controlling costs. Common cost-control activities include increasing employee contributions, wellness initiatives, and generic drug programs. Nearly half (47%) of organizations increased employee contributions in 2012, and 22% plan increases in 2013. Looking ahead, 15% believe employees will pay most costs within 3-5 years.
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.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Shrm us travel-vacation-benefits-workplace-impactshrm
HR professionals believe that taking vacation is important for employees. Most think it is extremely or very important for performance (94%), morale (92%), wellness (92%), culture (90%), and productivity (90%). Organizations commonly provide 11-15 paid vacation days annually but many employees do not use all their days. HR professionals agree employees who take more vacation have higher job satisfaction, performance, and productivity than those taking less time off.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Carr...shrm
This is part four of the five-part series conducted in collaboration with MassMutual. Three-fifths of organizations report their long-term disability program is an “extremely important” or “very important” element of their benefits offerings, from the employer’s perspective. Three-quarters of organizations report evaluating their long-term disability program on an annual basis.
SHRM 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.
This SHRM survey found that the majority (74%) of organizations saw increased health care costs in 2011 compared to 2010. Most organizations (84%) are very concerned about controlling costs. Common cost-control activities include increasing employee contributions, wellness initiatives, and generic drug programs. Nearly half (47%) of organizations increased employee contributions in 2012, and 22% plan increases in 2013. Looking ahead, 15% believe employees will pay most costs within 3-5 years.
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.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Shrm us travel-vacation-benefits-workplace-impactshrm
HR professionals believe that taking vacation is important for employees. Most think it is extremely or very important for performance (94%), morale (92%), wellness (92%), culture (90%), and productivity (90%). Organizations commonly provide 11-15 paid vacation days annually but many employees do not use all their days. HR professionals agree employees who take more vacation have higher job satisfaction, performance, and productivity than those taking less time off.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
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.
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.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations leverage benefits programs to recruit employees in similar ways for all employee levels and highly skilled employees. Health care and retirement benefits were most commonly leveraged. HR professionals believe benefits emphasizing career development, health care and retirement will remain important for recruitment. Flexible work and preventative health may increase in importance for recruitment in the future. Benefits offerings could begin to diverge or expand more for hard-to-recruit roles depending on budget and skills shortages.
The document summarizes the findings of a survey conducted by SHRM on flexible work arrangements. The key findings are: 1) Approximately 53% of organizations offer flexible work arrangements, though only 34% allow a majority of employees to use them; 2) 36% of organizations reported an increase in employee participation in flexible work arrangements in 2011; and 3) 38% of organizations monitor participation rates in flexible work arrangements.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The survey found that:
1) Health care and retirement benefits were most frequently leveraged to retain employees at all levels, while these benefits plus flexible working are expected to increase in importance for retention.
2) Health care, professional development, and retirement benefits were most used to retain highly skilled and high-performing employees, and retirement benefits and flexible working will grow in importance for highly skilled employee retention.
3) One in five organizations leveraged benefits for retaining employees at all levels and highly skilled or high-performing staff.
- Most organizations (76%) offer some type of wellness program for employees, though few (18-30%) analyze return on investment or cost savings. Those that do almost always find wellness initiatives are effective.
- Employee participation in wellness initiatives has increased slightly each year. Initiatives are seen as effective in improving health and reducing healthcare costs by around 70% of respondents.
- Two-thirds of organizations now offer wellness incentives, and over 80% find incentives effective. The vast majority would increase investment if impact could be better quantified.
- About half extend initiatives to dependents, most commonly spouses and children. Alignment of wellness and financial education is increasing.
This survey from SHRM and Globoforce examines employee recognition trends and best practices. Nearly half of HR professionals view employee engagement as the top challenge. Organizations believe positive feedback improves performance more than negative feedback. Most conduct annual reviews and feel supervisor plus peer feedback provides a more accurate performance picture than supervisor alone. Crowdsourcing recognition data and social recognition are gaining interest but current review processes are only somewhat effective according to respondents. Common talent challenges include leadership development, retention, and responding to skills gaps.
- 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.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
The document summarizes key findings from an SHRM survey on employment verification practices. It finds that while over half of respondents use E-Verify, over 40% do not, with many unaware of the program. It also reports challenges with maintaining Form I-9 documentation and concerns about document authenticity. However, there is strong support for mandatory electronic verification if it streamlines processes and protects against discrimination claims. The findings suggest more education is needed on E-Verify and ensuring rigorous verification processes to comply with laws.
The document summarizes key findings from a report comparing effective practices for managing an aging workforce identified in guidelines to practices currently used by organizations as found in a survey. It identifies several gaps, including that organizations take a short-term view and lack urgency in preparing for demographic shifts, and do not conduct long-term workforce forecasting, planning or skills assessments. It also notes older workers are not included in diversity recruiting plans despite guidelines recommending this.
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
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?
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.
- The majority of organizations (66%) prefer chronological resumes but government agencies prefer functional resumes more (30% vs 18% for private sector).
- Government agencies and smaller organizations are more likely to consider missing a cover letter a mistake. The most important aspects for a cover letter are how the candidate's experience and skills meet the job requirements and why they want to work there.
- Government agencies prefer panel and structured interviews while private sector prefers semi-structured and screening interviews. Larger employers also prefer structured interviews and online interviews.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Corporate Presentation, For Management Or Hr DirRobo86
The document discusses creating wellness in the workplace. It notes that chronic diseases are the leading causes of death in the US and cost over $100 billion per year. Obesity rates have risen dramatically over the past few decades and pose significant health and financial costs. The document recommends establishing a wellness program with senior level support, collecting data, setting goals and objectives, and incentivizing employees to participate.
Greg Ubert shares three ways to create value in the workplace: 1) Say "I'll take care of it" when tasks arise, 2) Present solutions rather than just ideas or problems, and 3) Be accountable by completing any commitments made. He also discusses the FOR process his company uses to stay organized, which involves setting big picture goals, tactical outlines, and details. Employees say the process helps them execute goals clearly.
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.
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.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations leverage benefits programs to recruit employees in similar ways for all employee levels and highly skilled employees. Health care and retirement benefits were most commonly leveraged. HR professionals believe benefits emphasizing career development, health care and retirement will remain important for recruitment. Flexible work and preventative health may increase in importance for recruitment in the future. Benefits offerings could begin to diverge or expand more for hard-to-recruit roles depending on budget and skills shortages.
The document summarizes the findings of a survey conducted by SHRM on flexible work arrangements. The key findings are: 1) Approximately 53% of organizations offer flexible work arrangements, though only 34% allow a majority of employees to use them; 2) 36% of organizations reported an increase in employee participation in flexible work arrangements in 2011; and 3) 38% of organizations monitor participation rates in flexible work arrangements.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The survey found that:
1) Health care and retirement benefits were most frequently leveraged to retain employees at all levels, while these benefits plus flexible working are expected to increase in importance for retention.
2) Health care, professional development, and retirement benefits were most used to retain highly skilled and high-performing employees, and retirement benefits and flexible working will grow in importance for highly skilled employee retention.
3) One in five organizations leveraged benefits for retaining employees at all levels and highly skilled or high-performing staff.
- Most organizations (76%) offer some type of wellness program for employees, though few (18-30%) analyze return on investment or cost savings. Those that do almost always find wellness initiatives are effective.
- Employee participation in wellness initiatives has increased slightly each year. Initiatives are seen as effective in improving health and reducing healthcare costs by around 70% of respondents.
- Two-thirds of organizations now offer wellness incentives, and over 80% find incentives effective. The vast majority would increase investment if impact could be better quantified.
- About half extend initiatives to dependents, most commonly spouses and children. Alignment of wellness and financial education is increasing.
This survey from SHRM and Globoforce examines employee recognition trends and best practices. Nearly half of HR professionals view employee engagement as the top challenge. Organizations believe positive feedback improves performance more than negative feedback. Most conduct annual reviews and feel supervisor plus peer feedback provides a more accurate performance picture than supervisor alone. Crowdsourcing recognition data and social recognition are gaining interest but current review processes are only somewhat effective according to respondents. Common talent challenges include leadership development, retention, and responding to skills gaps.
- 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.
The document summarizes key findings from a SHRM survey on internships:
- Nearly two-thirds of organizations hired interns in 2013, with most hiring between 1-10 interns. About one-third offered more internships compared to 2012.
- The majority (89%) of internships are offered to undergraduate students, half to graduate students, and 17% to high school students. Most high school and undergraduate internships are summer internships.
- Two-fifths of organizations have an internship coordinator, most of whom (80%) work in the HR function. HR also provides guidelines for intern work in 69% of organizations.
The document summarizes key findings from an SHRM survey on employment verification practices. It finds that while over half of respondents use E-Verify, over 40% do not, with many unaware of the program. It also reports challenges with maintaining Form I-9 documentation and concerns about document authenticity. However, there is strong support for mandatory electronic verification if it streamlines processes and protects against discrimination claims. The findings suggest more education is needed on E-Verify and ensuring rigorous verification processes to comply with laws.
The document summarizes key findings from a report comparing effective practices for managing an aging workforce identified in guidelines to practices currently used by organizations as found in a survey. It identifies several gaps, including that organizations take a short-term view and lack urgency in preparing for demographic shifts, and do not conduct long-term workforce forecasting, planning or skills assessments. It also notes older workers are not included in diversity recruiting plans despite guidelines recommending this.
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
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?
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.
- The majority of organizations (66%) prefer chronological resumes but government agencies prefer functional resumes more (30% vs 18% for private sector).
- Government agencies and smaller organizations are more likely to consider missing a cover letter a mistake. The most important aspects for a cover letter are how the candidate's experience and skills meet the job requirements and why they want to work there.
- Government agencies prefer panel and structured interviews while private sector prefers semi-structured and screening interviews. Larger employers also prefer structured interviews and online interviews.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Corporate Presentation, For Management Or Hr DirRobo86
The document discusses creating wellness in the workplace. It notes that chronic diseases are the leading causes of death in the US and cost over $100 billion per year. Obesity rates have risen dramatically over the past few decades and pose significant health and financial costs. The document recommends establishing a wellness program with senior level support, collecting data, setting goals and objectives, and incentivizing employees to participate.
Greg Ubert shares three ways to create value in the workplace: 1) Say "I'll take care of it" when tasks arise, 2) Present solutions rather than just ideas or problems, and 3) Be accountable by completing any commitments made. He also discusses the FOR process his company uses to stay organized, which involves setting big picture goals, tactical outlines, and details. Employees say the process helps them execute goals clearly.
Are you looking to refresh your current workplace wellness program or have you thought about starting a workplace wellness program and don't know where to begin? Check out Workplace Wellness 2.0. In 60 minutes, you'll learn the 10 easy steps to create an inexpensive, community-based, volunteer-managed, thriving wellness initiative. Hope Health's managing editor, Jen Cronin, will walk you through the effective strategy based on the custom publisher's 30-plus years of working with hundreds of organizations and their workplace wellness efforts.
Learning Objectives:
How to begin a new program, or add new life to an existing wellness program, with the Workplace Wellness 2.0 concepts
How to take advantage of inexpensive, free and readily available resources to power your wellness program
How to create a program WITH employees vs. FOR employees.
About The Presenter
Jen Cronin
Managing Editor
Hope Health
An avid runner and foodie, Jen's goal is to help others embrace — and enjoy — a healthful lifestyle by creating inspiring, engaging, and fun content that focuses on simple ways people can take care of their mind, body, and spirit. Jen has more than 18 years of writing, editing, and communications project management experience. She has worked as a health reporter, a public relations specialist at a major medical school, and a marketing communications consultant for a Blue Cross Blue Shield affiliate before coming to HOPE Health in 2009.
The document discusses worksite wellness in Minnesota. It notes that comprehensive worksite wellness programs that employ policy, systems, and environmental changes can improve employee health, reduce absenteeism, and lower healthcare costs for employers. Effective programs address nutrition, physical activity, and smoking cessation. Studies show that for every $1 spent on worksite wellness initiatives, there is a return of $3-6 due to reduced costs and increased productivity. The SHIP approach in Minnesota aims to reduce chronic disease risk among employees through supporting related changes.
The document summarizes NC Healthy Worksites past, present, and future efforts to promote worksite wellness in North Carolina. It discusses developing toolkits and providing technical assistance to worksites in the past. Currently, it focuses on statewide weight loss programs and forming a collaborative to promote comprehensive wellness programs. Looking ahead, it plans a branding campaign, sustainability plan, and business education events to support worksite wellness.
This document discusses worksite wellness and how upper cervical chiropractors can lead the wellness revolution by implementing wellness programs at worksites. The key points are:
1) Upper cervical chiropractors have an opportunity to reposition themselves and their profession by focusing on worksite wellness programs which can benefit both employers and employees.
2) Implementing wellness programs at worksites is a top priority and pervasive industry that upper cervical chiropractors are well-positioned to capitalize on given their holistic "innate" approach to health.
3) Worksite wellness programs can help address the rising healthcare costs crisis while also increasing employee productivity and happiness through various initiatives like health f
FBE Manchester - Wellness in the Workplace - 19th July 2016FBE Manchester
The document summarizes a networking breakfast event focused on wellness in the workplace. It features guest speakers from SpaceInvader, Rider Levett Bucknall, and Nuffield Health who will discuss designing wellbeing into the workplace, how workplace design can impact wellbeing, and Nuffield Health's approach to integrated health and wellbeing services. The event will provide insights into emerging trends in workplace design and how employers can support staff wellness.
Workplace Wellness - States of Wellness 2012 Hawaiihealthiermn
The document summarizes the findings of a survey conducted among business leaders in Hawaii regarding workplace wellness initiatives. It finds that most organizations give themselves a "B" rating for employee health and larger organizations rate themselves lower. The top health concerns among employees are seen as obesity, stress, and lack of exercise. While most organizations spend 5% or less of their budget on wellness initiatives, they place high value on initiatives having a measurable return on investment. There is widespread interest in both launching new initiatives and improving existing ones.
This power point presentation includes all the details about the role of a manager with simple language and a lot of example and figures. It covers all the part of a manager role inside and outside of the organisation.
Sorting Out the Wellness Puzzle for Worksite Wellness with What to do about c...Cindy Cohen RN, BS BA
What to do about corporate and work site wellness can be confusing at best and overwhelming worst. There are so many options to choose from; it's hard to know which one is best for your company's unique culture. To add to the mix, all the new health care reform laws seem daunting. C2 Your Health LLC can help your company find the program that's just right fit whether it's a ready-to-go program like Health-E 4 Life Worksite wellness or a-la-carte options!
This document discusses the changing role of managers in an agile world. It begins with a story about three project managers and how they each reacted differently to the rise of agile methods. One project manager left, one tried to kill agile, and one embraced agile and took on more of a coaching role. The document then covers agile principles and values, and defines the new role of a "Manager 2.0" as more of a coach and facilitator who helps remove impediments and encourages team commitment and boundaries. It provides examples of agile games and tools that managers can use.
Diana Pangestu - Presentation on Corporate Wellnessdianity27
This document summarizes research on the financial impacts and benefits of wellness programs for employees. It finds that for every dollar spent on wellness programs, medical costs fall by $3.27 and absenteeism costs fall by $2.73. Case studies of specific companies found returns on investment ranging from $1.42 to $3.40 for every dollar spent on wellness programs. Common elements of effective wellness programs include health fairs, seminars, gym access, health screenings, and stress management programs. Leadership support, engaging employees, continuous evaluation, and using existing resources are keys to successful workplace wellness initiatives.
This document discusses corporate wellness and the benefits it provides to businesses. It outlines how corporate wellness programs can reduce healthcare costs and productivity losses for companies while improving staff health. Such programs encompass nutrition management, physical fitness activities, health screenings, stress management, and health education sessions. The document promotes the services of Optimum Living Wellness Systems, a corporate wellness provider that implements programs incorporating health assessments, coaching, fitness activities and supplements. It emphasizes that investing in employee wellness saves on healthcare expenses and absence while boosting worker morale and loyalty.
The document summarizes the results of a 2010 survey on workplace wellness benefits. Some key findings include: over 60% of employers plan to increase employee healthcare costs in 2011; over 50% find wellness programs help control insurance costs; and around 70% currently offer or are considering wellness programs primarily to improve employee health and reduce absenteeism/costs. Common wellness offerings include health assessments, weight management, and newsletters. Participation rates remain a challenge, with around 75% of programs engaging 50% or fewer employees.
Wellsource designs a revamped and improved Medicaid health assessment that streamlines the process and increases end user communication by up to 50%. For more information visit: http://www.wellsource.com/company-news/Wellsource-Designs-Medicaid-Health-Risk-Assessment.html
Using case problems, this webinar will give attendees real-world examples of workplace wellness situations and help attendees learn from those situations so that they can design and implement a compliant wellness program. Through case problems, attendees will review compliance mistakes concerning HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws. Participants will learn how to use those laws to build a better workplace wellness program.
Learning Objectives:
* Understand how to apply laws to specific factual situations.
* Identify red flags in certain common workplace wellness practices.
* Learn the basics of HIPAA, ACA, GINA, ADA, FLSA, data privacy and tax laws as those laws relate to workplace wellness programs.
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.
The SHRM survey found that over half of organizations did not hire any 2013 college graduates. Of those that did hire graduates, most positions were full-time. Compensation offered to 2013 graduates was about the same as in previous years. While over half of organizations plan to hire graduates in the future, many current openings require more experience. The survey also found that graduates are often lacking skills in writing, business acumen, and critical thinking. Certain skilled positions like engineers are very difficult to fill with new graduates.
The document summarizes findings from a SHRM survey on employee health care benefits. Key findings include: Most organizations are very concerned about controlling health care costs and have engaged in health/wellness educational initiatives and culture changes to do so. Looking ahead, many organizations are unsure if employees will pay more for health care costs in the future, though some large organizations currently increase employee contributions. HR professionals will need to balance health care costs with attracting and retaining employees under reforms like the Affordable Care Act.
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.
- Most organizations (76%) offer wellness programs to employees, and about two-fifths (41%) increased investment in these programs this year.
- While almost all organizations that analyzed return on investment (ROI) found their programs effective (97%), only about one-fifth (18%) conducted an ROI analysis.
- Similarly, most organizations that analyzed cost savings found their programs effective (93%), but only about one-third (30%) conducted this analysis.
- Over half (53%) saw increased employee participation in wellness programs this year, and over two-thirds found the programs effective in reducing healthcare costs (72%) and improving health (78%).
This document summarizes the findings of a SHRM poll on consumer-directed health plans (CDHPs) in the workplace. Key findings include that 42% of organizations offered CDHPs, with large organizations and those with multinational operations being more likely. While 42% of HR professionals felt comfortable with their CDHP knowledge, only 34% at organizations without CDHPs felt this way. Common barriers to offering CDHPs were maintaining the status quo and believing they would not save enough money.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
This document summarizes the key findings of a 2013 global report on workplace health and wellness initiatives. The report is based on a survey of 378 organizations across various industries. Key findings include: the top objectives of wellness strategies are employee health and engagement; physical inactivity is the main health behavior targeted; lack of time is the main reason employees do not participate; and less than a quarter of organizations have a fully implemented wellness strategy. The report provides insight on approaches to long-term health behavior change and participation rates in wellness initiatives.
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.
Workplace Wellness And Why It Is Important For Your Organisation, Chandra DalmiaThe HR Observer
Workplace Wellness is a buzzword in the HR community but little is known about its effectiveness and how it can make a difference to your bottom line. This seminar aims to provide a basic understand of the fundamentals of workplace wellness, who can implement it, and the means to support the proposal and implementation of such a concept in any organization. A business case for workplace wellness will be explored and an example will be provided.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Be inspired to live a healthier life through Kiqplan challenges. Our fun workplace challenges highlight the need for change, directing focus on living a healthier lifestyle.
As businesses compete to attract and retain the very best workforce, the role of health and wellbeing in the workplace has steadily grown to become a major consideration for Irish workers. Whether it be physical wellbeing, mental health or mindfulness, a focus on health has now become a necessity for successful businesses of all sizes in Ireland.
This fact can be daunting. Wellbeing – both physical and mental – is a broad term, encompassing as many factors as there are individuals in an organisation. It is easy for business owners and managers to become overwhelmed by their responsibility to their staff, leading to a damaging lack of consideration.
However, looking after employees’ health and wellbeing need not require a large time or financial investment. Businesses of all sizes – from start-ups to SMEs to large corporations – can start by finding out exactly what their staff expects of them and concentrating their efforts in these areas first.
This report, based on a survey of 1,000 Irish adults, shines a light on the most important elements of workplace wellbeing in 2017. This survey reveals what Irish employees value most, how businesses are stacking up and how you can implement a cost-efficient and easy to implement health and wellbeing scheme to your workforce.
Read on to find out the key facts.
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Part 4: Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
- The 2014 SHRM survey found that 20% of organizations saw decreases in total healthcare costs compared to previous years where only 9-10% saw decreases. However, 69-74% still saw costs increase.
- Most organizations (79%) are very concerned about controlling healthcare costs. Common strategies include wellness initiatives (56%), generic drugs (48%), and increasing employee contributions (50%).
- Looking ahead, more employers may ask employees to take on more of the costs, but this could impact employee satisfaction and recruiting if not managed carefully. Wellness programs are also likely to remain a key strategy to control costs.
Occupational health Strategy & Planning: Dr. Ramnik ParekhCairn India Limited
This document discusses business excellence and how creating a healthy workplace can benefit an organization. It states that business excellence involves strengthening management systems and processes to improve performance and create value for stakeholders. It also discusses how a healthy workplace that supports employee physical and mental well-being through a safe work environment, personal health resources, and positive organizational culture can increase employee satisfaction, commitment, and productivity while decreasing costs. Evidence is provided showing financial benefits organizations have experienced from various healthy workplace programs and initiatives.
This document summarizes the findings of a survey on leveraging employee benefits to retain employees. Key findings include:
1) Less than 20% of organizations leverage their benefits program to retain employees at all levels or highly skilled/high-performing employees. Health care and retirement benefits are most commonly leveraged.
2) Within 3-5 years, health care, retirement benefits, and flexible work arrangements are expected to increase most in importance for retaining employees.
3) Organizations with more employees are more likely to struggle retaining highly skilled and high-performing employees compared to smaller organizations.
In 3 sentences, this summary captures the high level purpose of examining employee benefit leverage for retention, the main current
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.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
- The survey found that 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.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
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.
SHRM’s 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
SHRM’s 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Strategic Benefits--Leveraging Benefits to Recruit Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to recruit employees, including employees at all levels of the organization and highly skilled employees.
This research found that more than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months; about one-third (32%) reported their organization leveraged their benefits program to recruit highly skilled employees.
Health care was the benefit most frequently cited as being leveraged to recruit employees at all levels of the organization (85%) and highly skilled employees (77%); retirement savings and planning were also frequently cited as being leveraged to recruit employees at all levels of the organization (72%) and highly skilled employees (57%).
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.