Making the Case for Pay Transparency

Are you making the case for increasing pay transparency? Pay transparency is a strategic move that delivers measurable business benefits, according to this article from SHRM. Continue reading to learn more.


Recommending to senior leadership that your organization increase pay transparency can be a difficult sell for HR professionals. However, pay transparency is a strategic move that delivers measurable business benefits – and it’s an issue on which HR should lead.

It is important to understand that most executives in America today rose through organizational ranks that viewed compensation as a private matter. Few within organizations had access to salary information, and even fewer talked about it. As a result, many leaders still believe it is appropriate to dissuade or prohibit employees from discussing their own compensation with other employees.

Yet we now understand these outdated cultural norms have contributed to the wage gap for women and minorities, among other negative outcomes. Pay transparency can help close those gaps and produce benefits for both employers and employees.

For example, providing employees with pay ranges for their current position and those positions in their career path sets realistic expectations. This is crucial, as many employees hold unrealistic expectations based on internet salary searches for job titles that often do not account for or accurately reflect important factors such as experience level, geography, company size, actual tasks and responsibilities, or other types of compensation. These unrealistic salary expectations create serious challenges, including employee disengagement, low morale and retention problems.

Clearly communicating your company’s pay ranges facilitates an open dialogue about how those ranges are set, when and why they change, and how employees can move up within them. These discussions in turn increase mutual trust and engagement and foster productive compensation communication — all of which help retain employees, which is especially important in today’s tight labor market.

Increasing pay transparency also helps businesses attract and retain a more diverse workforce, which numerous studies have demonstrated translates into better business results. Sharing compensation data advances this effort by ensuring women and minorities have a clearer picture of the going rate for their skill sets, education, experience and performance. While many factors contribute to pay gaps, women and minority groups may have accepted lower compensation in the past because they could not access the information necessary to determine what they should be making based on what they bring to the table.

While recommending greater pay transparency to senior leadership in your organization may seem daunting, it is an important discussion to have and a compelling case for HR professionals to make. In a highly competitive labor market, businesses that make the right strategic move of increasing pay transparency will ultimately attract and retain the best talent and come out ahead of those that do not.

SOURCE: Ponder, L. (4 April 2019) "Making the Case for Pay Transparency" (Web Blog Post). Retrieved from https://blog.shrm.org/blog/making-the-case-for-pay-transparency-0


Playing in the workplace

Gamification helps motivate employees to stick with otherwise mundane tasks by engaging them in fun ways. According to an article from SHRM, gamification can help employees with skill development and education. Continue reading this blog post from UBA to learn more.


Have you heard of gamification? To gamify an everyday activity, you add the best fun or competitive elements associated with games to help boost engagement, according to G2 Crowd. Why bother and not just slog through your paperwork? The idea behind gamification is that feeling accomplished or engaged in fun ways, whether by earning points, badges, or accolades, can help people stay motivated to stick with tasks they might otherwise abandon.

At the workplace, gamification can boost productivity — such as boosting sales calls or conversions — or help employees commit to a wellness plan through a bit of healthy competition. The approach can also be used before an individual ever joins your company or organization, according to Workforce. Recruiters say using tools with simulations or gamified components can provide insight into how a candidate might perform in new or challenging situations. For current employees, gamification can help with learning or improving skills, according to an article in Society for Human Resource Management. Gamified activities where winning is an all-team effort instead of a competition can help build cohesiveness, camaraderie and improve collaboration within business units or departments.

This all sounds great, right? Be mindful that jumping on any new trend without a plan is rarely a good idea. Gamification has its critics and requires thoughtfully designed programs. When gamification works, it works. When it doesn’t, it can actually decrease productivity and diminish engagement and morale, according to a second article in Society for Human Resource Management.

If the competition is too fierce or the game too difficult, you risk unintentionally demotivating people. Be mindful, too, of individual circumstances, like an employee who is disabled, pregnant, dealing with stress at home, or tackling a new challenging role. In those cases, what may seem like a fun competition may feel like a task now made impossible. The added stress of even the friendliest competition can negatively impact some workers.

To make gamification work, tailor the program to your team and their work. Remind everyone it’s about better overall performance measure through small goals, not about one person winning and “beating” everyone else. Include potential participants in the design process to ensure your gamified activity hits its mark. Offering more than one winner, avoiding publicly shaming an employee for participation or results, and regularly changing what winning is (improvement in an area to closing sales to skill gains). Bear in mind no game can fix a systemic problem or company culture failure. You can expect small gains in some areas, but a game won’t radically or magically rewire your company.

If the caveats have you concerned, it may be a good idea to also bring in experts on learning and behavior to ensure the design will elicit the goals you seek and motivate in the ways you want. And while we may be a more and more online, app-driven culture, not every game has to be a digital experience, according to CEOWorld Magazine. Consider analog activities, as well, that can give individuals opportunities to shine or teams a chance to cooperate in new ways.

While you may be eager to attract Millennial and even Gen Z workers, most of whom are digital natives raised on apps that track and reward, game systems in their pockets, and gamification at school even including university, gut check that you are moving forward with an authentic and well-considered plan. Better to be a bit behind on a trend than dive in and do more harm than good!

Read more:

What is Gamification?

Reskilling: The New Trend in Recruiting

Be Careful: Gamification at Work Can Go Very Wrong

Viewpoint: Is Gamification Good for HR?

Gamification: 5 Surefire Ways to Skyrocket Your Team Productivity

SOURCE: Olson, B. (28 March 2019) "Playing in the workplace" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/playing-in-the-workplace


Do paycheck advance apps improve financial health?

Many employers now allow workers to have early access to their paycheck via paycheck advance apps. Continue reading this blog post to find out more about paycheck advance apps and how these may improve financial health.


Fintechs that let workers draw money from their paycheck before payday through an app are having a moment.

Such apps, including Even.com, PayActiv, EarnIn, DailyPay and FlexWage, are designed for consumers who live paycheck to paycheck — roughly 78% of the U.S. workforce according to one study.

More than 300,000 Walmart employees, for example, use this feature, called Instapay, provided by Even and PayActiv. PayActiv, which is available to 2 million people, announced a deal with Visa on Thursday that will let people put their pay advances on a feeless prepaid Visa card.

Earnin, which lets consumers retrieve up to $100 a day from upcoming paychecks, received $125 million in Series C funding from DST Global, Andreessen Horowitz, Spark Capital, Matrix Partners, March Capital Partners, Coatue Management and Ribbit Capital in December. The Earnin app has been downloaded more than a million times.

In theory, such apps are useful to those who run into timing problems due to large bills, like mortgage and rent, which come due a few days before their paycheck clears. Getting a payday advance from an employer through an app can be less expensive and less problematic than taking out a payday loan or paying overdraft fees.

But do these programs lead to financial health? Or are they a temporary Band-Aid or worse, something on which cash-strapped people can become overdependent?

Volatile incomes, gig economy jobs

One thing is clear — many working poor are living paycheck to paycheck. Pay levels have not kept up with the cost of living, even adjusted for government subsidy programs, said Todd Baker, senior fellow at the Richman Center for Business, Law and Public Policy at Columbia University.

“That’s particularly evident when you think of things like home prices and rental costs. A large portion of the population is living on the edge financially,” he said. “You see it in folks making $40,000 a year, teachers and others who are living in a world where they can’t handle any significant bump in their financial life."

A bump might be an unexpected expense like medical treatment or a change in income level, for instance by companies shifting to a bonus program. And about 75 million Americans work hourly, with unstable pay.

“Over the last several decades, we’ve changed the equation for many workers,” said John Thompson, chief program officer at the Center for Financial Services Innovation. “It’s harder to have predictable scheduling or even income flow from your job or jobs. But we haven’t changed the way we pay, nor have we changed the way bills are paid. Those are still due every month on a certain date. This income volatility problem that many people experience hasn’t been offset by giving the employee control of when they do have access to these funds.”

Where on-demand pay comes in

Safwan Shah, PayActiv's CEO, says he has been working on the problems for consumers like this for 11 years. The way he sees it, there are three possible ways to help: by paying these workers more, by changing their taxes, or by changing the timing of when they’re paid.

The first two seem out of reach. “I can’t give more money to people; that’s not what a Fintech guy does,” Shah said. “I can’t invent money. And I can’t change the tax laws.”

But he felt he could change the timing of pay.

“I can go to employers and say, your employees are living paycheck to paycheck,” Shah said. “They’re bringing that stress to work every day. And you are suffering too, because they are distracted — a Mercer study shows employers lose 15 hours a month in work from these distracted employees.”

Shah persuades employers to let their employees access a portion of the wages they have already earned. His early wins were at companies whose employees frequently request paycheck advances, which generates a lot of paperwork. Employees can access no more than 50% of what they have already earned — a worker who has earned $300 so far in a month could at most get $150.

Employees pay $5 for each two-week period in which they use PayActiv. (About 25% of the time, the employer pays this fee, Shah said.)

PayActiv also gives users unlimited free bill pay and use of a Visa prepaid card. In July, PayActiv became part of the ADP marketplace, so companies that use ADP can use its service.

PayActiv's largest employer is Walmart, which started offering it via the Even app in December 2017. In October, Walmart began allowing employees to pick up cash through the app in Walmart stores, so users who were unbanked could avoid ATM fees.

Shah said the service helps employers reduce employee turnover, improve retention and recruit employees who prefer real-time pay. He also has a guilt pitch.

“I was first in the market to this, in 2013,” Shah said. “People looked at me and said, ‘What? I’m not going to pay my employees in advance. Let them go to a payday lender.’ Then I’d show them pictures of their offices surrounded by payday loan shops. I’d say, ‘They’re here because of you.’ ”

Does early access to wages lead to financial health?

When Todd Baker was a Harvard University fellow last year, he studied the financial impact of PayActiv’s earned wage access program. He compared PayActiv’s $5 fee to payday loans and bank overdraft fees.

Baker found that a $200 salary advance from PayActiv is 16.7% of the cost of a payday loan. Payday lenders typically charge $15 per $100 borrowed, so $30 for a two-week, $200 loan. If the borrower can’t pay back the amount borrowed in two weeks, the loan gets rolled over at the original amount plus the 15% interest, so the loan amount gets compounded over time.

With PayActiv, "there is always a full repayment and then a delay before there is enough income in the employee’s payroll account for another advance," Baker said. "It never rolls over.”

Baker also calculated that the PayActiv fee was only 14.3%, or one-seventh, of the typical $35 overdraft fee banks charge.

So for people who are struggling to manage the costs of short-term timing problems and unexpected expenses, Fintech tools like PayActiv’s are a lot cheaper than alternatives, Baker said.

“Does it create extra income? No. What it does is help you with timing issues,” he said.

Aaron Klein, a fellow at the Brookings Institution, said workers should have access to money they’ve already earned, whether that’s through real-time payments or through apps that provide pay advances.

“I also am on board with the idea that by saving your $35 overdraft and saving your payday loan rate, you’ll be better off,” Klein said.

But he’s not willing to say these tools solve the problems of low-income people.

“If the core problem is I used to make $35,000 a year, now I make $30,000, and because of that shock I’m going to end up accruing $600 of payday loan and overdraft fees, eliminating that $600 makes you a lot better off,” Klein said. “But it doesn’t negate the overall income shock.”

Thompson at CFSI says it’s too soon to tell whether earned wage access brings about financial well-being.

“We’re just beginning to explore the potential for these tools,” he said. “Right now they feel very promising. They could give people the ability to act quickly in an emergency and have access to and use funds in lieu of a payday loan or some other high-cost credit or consequence they would rather avoid, like an overdraft fee.”

What could go wrong

Thompson also sees a potential downside to giving employees payday advances.

“The every-other-week paycheck is one of the few normal structures we have for people around planning, budgeting and managing their money,” he said.

Without that structure, which is a form of savings, “we’re going to have to work hard to make sure we don’t just turn people loose on their own with even less structure or guidance or advice on their financial life.”

Another common concern about payday advance tools is that if you give people access to their money ahead of time, they’ll just spend it, and then when their paycheck arrives, they will come up short.

But Klein, for one, doesn’t see this as an issue.

“I trust people more to manage their money,” he said. “The people who work paycheck to paycheck spend more time budgeting and planning than the wealthy, because it’s a necessity.”

A related fear is that people could become addicted to payday advance tools, and dig themselves into a deeper hole.

Jon Schlossberg, CEO of Even.com, somewhat surprisingly acknowledges this could happen.

“Getting access to your pay on demand is a tool you can use the right way or the wrong way,” he said. “If you offer only on-demand pay, that could cause the problem to get worse, because getting access to that money all the time triggers dopamine; it makes you want to do it more and more. If you are struggling with a very low margin and you’re constantly up against it, getting more money all the time accelerates that problem."

Quantitative and qualitative analyses have borne this out, he said.

Even has granted users $700 million worth of Instapays; they typically use Instapay 1.4 times a month. Schlossberg doesn't see high use of the feature as success.

“You shouldn’t need to be using Instapay,” he said. “You should be becoming financially stable so you don’t have to.”

Baker said addiction to payday advances isn't a danger because they don't roll over the way payday loans do. With a salary advance, “It’s conceivable you could get $200 behind permanently, but it’s not a growing obligation and it’s not damaging,” he said.

Shah at PayActiv said users tend to withdraw less than they're allowed to — about 75%.

“When it comes to usage of their own salary, instead of asking for more, people behaviorally ask for less,” he said.

They see PayActiv more as a headache reliever like Tylenol, rather than an addictive candy or drug, Shah said.

Pay advances are just one of many tools that can help the working poor. They also need help understanding their finances and saving for goals like an emergency fund and retirement.

“This conversation about on-demand pay is a double-edged sword because people are paying attention to it now, which is good, but they’re viewing it as this magic tool to solve all problems,” Schlossberg said. “It isn’t that. It is a piece of the puzzle that solves a liquidity problem. But it is by no means going to help people turn their financial lives around.”

SOURCE: Crosman, P. (14 March 2019) "Do paycheck advance apps improve financial health?" (Web Blog Post). Retrieved from https://www.employeebenefitadviser.com/news/do-paycheck-advance-apps-improve-financial-health?brief=00000152-146e-d1cc-a5fa-7cff8fee0000

Editor at Large Penny Crosman welcomes feedback at penny.crosman@sourcemedia.com.


Nine Ways To Motivate Employees That Don't Always Involve Cash

Many employers are reporting that the single greatest challenge is recruiting and retaining talent. Read this blog post from Forbes for nine ways employers can motivate their employees.


With unemployment at near historic lows in the United States, employers report that their single greatest challenge is recruiting and retaining talent. The answer for many companies is to throw money at the problem: Bonuses, incentive pay, and out-of-cycle salary increases are often seen as motivators that will entice greater effort and loyalty out of workers.

Turns out, using cash as a carrot isn’t always the best answer, according to new research by Harvard Business School Assistant Professor Ashley V. Whillans. More than 80 percent of American employees say they do not feel recognized or rewarded, despite the fact that US companies are spending more than a fifth of their budgets on wages.

What employees crave even more is to feel that their managers appreciate them and aren’t afraid to show it, not only in paycheck terms, but in other ways such as flexible work-at-home schedules, gift cards for pulling off impressive projects, or even just by saying “thank you” for a job well done.

“Cash matters in people’s lives, but it’s not all that matters,” says Whillans, who researches what makes people happy. “What really matters in the workplace is helping employees feel appreciated.”

Whillans co-wrote a recent article in Compensation & Benefits Review, “Winning the War for Talent: Modern Motivational Methods for Attracting and Retaining Employees,” with Anais Thibault-Landry of the Université du Québec à Montréal and Allan Schweyer of the Incentive Research Foundation.

Rewards that signal to employees that they did a good job and that their manager cares about them will encourage employees to want to work even harder, the research shows. Whillans provides nine tips for business leaders on how best to reward their workers in ways that will bring them greater job satisfaction and motivate them to work harder.

When recruiting, emphasize benefits. Talking up a job’s perks, such as flexible work schedules and skill training, can give companies a recruiting edge. A 2018 study that Whillans and her team conducted of more than 92,000 job ads found that the more benefits an employer described, the higher the application rates.

Cash can motivate workers—in some types of work. Cash rewards are best suited as a motivator for work that is measured quantitatively, Whillans says. But money is less meaningful as a motivator in the complex creative jobs that make up most work in our modern knowledge-based society.

If you give cash, include a meaningful note. It’s best to avoid merely adding a cash bonus to a worker’s paycheck; a separate bonus check stands out more as a recognition of their work. And managers should also include a sincere handwritten note explaining why the employee deserved the bonus.

Reconsider performance incentives. Decades of research confirms that financial incentives can boost effort and performance. But when an employee’s pay is contingent on performance, they can become obsessed with earning more. What often works better is to turn around the timing of the reward, handing it out immediately after an employee excels at a particular task, rather than dangling it beforehand.

Consider thoughtful gifts instead of cash. A 2017 study of 600 salespeople found that when a mixed cash and prize reward program was replaced with an equivalent value all-cash package, employee effort dropped dramatically, leading to a 4.36 percent decrease in sales that cost the company millions in lost revenue, Whillans’s article says. The firm may have inadvertently demotivated salespeople who preferred prizes or discouraged workers who liked having a choice.

Give the gift of time—and other intangible perks. A Glassdoor survey Whillans and her team conducted with 115,000 employees found that providing intangible non-cash benefits, like flexible work options or the ability to choose assignments, led to much stronger job satisfaction than straightforward cash rewards.

Encourage employees to reward one another. Companies can build recognition into their business practices by creating peer-to-peer recognition programs in which employees are provided monthly reward points that they can give away to colleagues for work-related wins. Employees who earn a certain number of points can redeem them for various perks, such as a restaurant gift card or an extra personal day.

Make the recognition public. If employees are receiving a $500 bonus, hold a workplace event to hand out checks, and invite the employees’ peers. Perhaps add a certificate of appreciation along with the check.

Sometimes a simple thank you is enough. Among the happiest employees, 95 percent say that their managers are good at providing positive feedback, Whillans says. A simple, heartfelt “thank you” from a manager is often enough for employees to feel like their contributions are valued and will motivate them to try harder.

Why rewarding employees works

Whillans says these types of rewards work because they tap into three strong psychological needs: Employees long for autonomy, with the freedom to choose how to do their work; they want to appear competent, armed with the skills needed to perform; and they want to feel a sense of belonging by socially connecting with colleagues in a meaningful way.

When these needs are satisfied, employees feel more motivated, engaged, and committed to their workplace—and they report fewer intentions of leaving their jobs, Whillans says.

SOURCE: 


Goodbye, suits and ties. Hello, sneakers

What do your employees wear to work each day? As the workplace evolves, one thing many managers have in common is that they are throwing out their traditional business dress code. Read on to learn more.


Casual Friday? Try casual Monday through Friday.

As the modern U.S. workplace evolves, one thing many office managers have in common is that they are throwing the traditional business dress code out the window.

About 88% of employers today offer some type of casual dress benefit, up from 81% five years ago, according to the 2018 employee benefits survey from the Society for Human Resource Management.

The most recent company to join the ranks of the suit-and-tie-less workplace is banking giant Goldman Sachs. The decision — once believed unthinkable for such a straight-laced organization — comes as the company looks to keep up with “changing nature of workplaces,” according to a Goldman memo last week.

“Casual dress attire at work is just one of the many ways employers are trying to retain and attract top talent in this competitive job market,” says Amelia Green-Vamos, an employer trends analyst with Glassdoor. “The unemployment rate is at a historic low, and casual dress attire is an inexpensive perk creating a more approachable and comfortable culture for new and existing employees.”

All employers want to attract the best possible talent and in today’s job market that talent is younger. Indeed, more than 75% of Goldman Sachs’ employees are members of the millennial or Gen Z generations. When it comes to hiring younger talent the more traditional companies — such as big banks — are competing against tech giants and hedge funds that are offering a different kind of workplace.

Facebook, for example, has had a relaxed dress code since the beginning. “We don’t want our people to have a work self and a personal self,” says Facebook spokesman Kyle Gerstenschlager. “That aspect of our culture extends to our lack of a formal dress code.”

Google is another company with a simple dress policy. “You must wear clothes,” was the response Susan Wojcicki — current CEO of YouTube — gave in a 2007 interview with Bay area media outlet The Mercury News. She was VP of ad services at Google at the time.

But, it’s not just the Silicon Valley tech companies that have embraced a more laid back attire policy. When Mary Barra — current CEO of General Motors — was vice president of global human resources at the automaker, she set out to replace the company’s 10-page dress code exposition with two words: “Dress appropriately.”

It’s a simple idea, but Barra was perplexed when she received pushback from HR and one of her senior-level directors, she explained at the 2018 Wharton People Analytics Conference. But this actually led to what Barra called an “ah-ha” moment, giving her better insight into the company and teaching her a lesson about making sure managers feel empowered.

Office culture has been evolving for decades, with offices with sleep pods and ping-pong tables now commonplace. But it’s practicality rather than entitlement that is leading offices to adapt their dress codes.

“I have a hard time imagining a position where wearing a tie could be considered an essential part of the job’s responsibilities,” says SHRM member Mark Marsen, director of human resources at Allies for Health + Wellbeing. “Even using arguments that it contributes to or enhances corporate image, client perceptions, or establishing a form of respect. What matters at the end of all, for everyone concerned, is that a successful service was rendered.”

SOURCE: Shiavo, A. (12 March 2019) "Goodbye, suits and ties. Hello, sneakers" (Web Blog Post). Retrieved from https://www.benefitnews.com/news/goldman-sachs-embraces-casual-dress


Shifting from Employee Engagement to Employee Experience

When it comes to the busy workplace, it is not uncommon for employees to get bogged down in their daily tasks and overlook several key elements surrounding their healthcare and personal needs. Fortunately, there are ways to gather all your eggs in one basket and alleviate stress and surprise.

In this installment of CenterStage, Tonya Bahr, a benefits advisor at Hierl Insurance, Inc., weighs in on three key things employers and HR professionals should keep in mind when establishing their agenda:

  • Offering employees an experience when it comes to their benefits
  • How to sweeten your current coverage options to attract new talent
  • How to control the mental well-being of your employees

How Does Investing in Employee Experience vs Employee Engagement Offer a Leg-Up on Competition?

If customer experience is the total of all interactions that customers will have with your company, then employee experience is your workforce’s relationship with your business. This encompasses all interactions they will have with you, from their potential recruit to their final days as an employee. A happier workforce is just the tip of the iceberg when it comes to the benefits of embracing employee experience rather than simply engaging or “urging” them to comply with the standard company operating procedures. Tonya noted employees forget their benefits if they have not utilized them in a while.

A survey from Gallup discovered 87% of employees worldwide are not engaged, but companies with high engagement outperform their competitors by 147% in earnings per share (HR Exchange Survey). As a result, companies that are looking to gain an edge on the competition should consider the importance of their employees when it comes to getting ahead. For those looking for a place to start, Tonya recommended the following:

About Your Expert:

Tonya has a passion for educating business owners and employees on benefit options, helping them make decisions that best fit their personal and financial objectives.

Tonya Bahr,
Benefits Advisor

01. Creating A Dialogue

Improving employee experience is a two-way conversation – it requires the need to listen to your people and have that conversation regularly. Companies need to look beyond outdated practices and toward annual surveys in favor of creating a community and having regular ongoing dialogue that drives the kind of engagement that employees want.

Gathering employees and visiting topics such as the utilization of telehealth and discounted urgent care visits are two ways to get employees talking. This not only provides the open feedback that thrives within a strong work environment but also triggers other employees to explore their plans and see if they receive the same options.

Sparking conversation within your company will additionally encourage employees to shop around for lower cost alternatives to hospital and doctor visits. Unlike buying a new car or searching for a new TV to purchase, Tonya noted employers and employees just aren’t doing their homework for the best options available – ultimately costing them in unnecessary expenses.

02. Go Beyond the “Feel Good” Offerings

Perks such as gym memberships and free lunches have become common practice for companies looking to brand themselves as a great employer. However, it is important to understand these tactics aren’t the answer when it comes to employee experience but rather an engagement strategy. Modern employees want to work in a great environment and want to know their contributions are valued through benefit offerings like discounted healthcare.

For anyone looking to unlock the power of employee engagement through benefits, the time to act is now. With the number of companies catching on to the importance of customer experience, it will not only help you gain an edge on your competition but make your company a favorable place to work – the definition of a ‘win-win’.

Why Hierl?

At Hierl Insurance, we love what we do, and this includes a partnership with you in mind. We understand the demands of each client are unique, so we craft your options to fit your business perfectly, creating a different story for each client.

We believe it is okay to like your experts, such as Tonya Bahr, who is standing by waiting to greet you with a warm welcome. Together, we can devise a blueprint to turn your company’s dreams into reality.

To speak with Tonya, contact her today at (920) 921-5921 or by email at tbahr@hierl.com.


Pay transparency: A new tool to boost employee engagement

How does your company treat pay disclosure? Generally, employees are free to discuss their pay rates as part of their rights under the National Labor Relations Act. Read this blog post to learn how pay transparency could be used as a tool to boost employee engagement.


For many companies, discussing salaries has always been taboo. Some firms even required new hires to sign an agreement swearing they wouldn’t disclose their pay to co-workers. 

This “loose lips sink ships” approach is largely illegal, of course: Employees are generally free to talk about pay rates as part of their rights under the National Labor Relations Act.

Nonetheless, for years, companies held salary information very close to the vest.

But times are changing. Many firms have now gone to a policy of transparency in matters of compensation.

2 separate approaches

Stephanie Thomas, program director of the Institute for Compensation Studies at Cornell University, writes that pay transparency comes in two flavors: salary disclosure and pay process transparency.

1. Salary disclosure: In this approach, the company distributes a spreadsheet listing employees, their titles and their salaries.

This approach can be tricky. There are always going to be cases where an employee asks, “Why is Stephanie paid more than me? We have the same title and the same duties.”

Whole Foods explains the rationale for adopting its policy in a statement on its website:

“Salary information for all –including the company’s leadership – is available to all inquiring team members. Wage transparency helps promote inclusiveness and ensures our compensation system is fair.”

2. Pay process transparency: The second approach explores how compensation decisions are made, and explains to individuals why they’re making what they are and what they need to do to earn more.

This involves having detailed discussions with employees, either individually or in a group, about the overall compensation plan – salary ranges and midpoints, goals and objectives that need to be met, performance metrics, etc. Most companies prefer this approach because it focuses the conversation away from rankings of employees toward individual performance.

Both approaches signal a new trend in employee engagement – helping workers understand the inner workings of their organizations.

SOURCE: Mucha, R. (15 February 2019) "Pay transparency: A new tool to boost employee engagement" (Web Blog Post). Retrieved from http://www.hrmorning.com/pay-transparency-a-new-tool-to-boost-employee-engagement/


In Pursuit of a Better Meeting

Are you in pursuit of a better meeting? While making meetings more fun than your annual office holiday party may be impossible, it is possible to lessen the dread and increase morale. Read this blog post from UBA to learn more.


Groans and sighs often greet the ping of a meeting invite hitting an inbox. While it may be impossible to make meetings more fun than the office holiday party, it is possible to lessen the dread, increase morale, and improve the results of a meeting.

Complaints about meetings are often justified, including wasted time, the same voices dominating the conversation time after time, and no follow-up or action plan after the meeting. Another issue, according to the Harvard Business Review, is that managers often rank the effectiveness of their own meetings much higher than attendees do, 90 percent of whom report daydreaming and nearly three-quarters of whom use the time to do other work.

Despite the challenges, meetings do have benefits beyond getting the to-dos done! They can bring people together for a change of pace, improve communication overall, and create a more cohesive team.

Want to empower your leadership and avoid being one of the almost 8 in 10 who thinks their meetings are going great when attendees beg to differ? Here are some things to consider.

Before

Be sure to set attendance, an agenda, and the tone for your meeting. Consider who is essential and get the meeting on their calendar but spare other people. If you want many opinions, open it up to more people after that. A leaner meeting may be more productive and allow critical voices and ideas to have the time and space to collaborate and percolate.

Sending out an agenda ahead of time not only shows you’re prepared, it helps everyone prepare. Prime the problem-solving pump by putting the topics up for discussion into everyone’s minds ahead of time. Plus, once the meeting is started, an agenda helps keep things on track. In an article on the power of a well-run meeting, the New York Times calls a great agenda a compass for the conversation, helping guide a drifting discussion back on course.

If you are calling the meeting, be sure to make the agenda yourself and take the time to plan for a successful gathering. Don’t delegate crafting an agenda but, maybe, says The Balance Careers, ask for input. A call for ideas or dedicated time to brainstorm helps set a positive, inclusive tone for the meeting. Culture starts from the top, so show you value both the time you’ll spend together and everyone’s potential contributions.

During

Meetings that are a routine part of the schedule can become too routine. Ask everyone to pick a different seat, bring in an outside expert or unexpected snack to mix things up. Try a brainstorming activity, an ice breaker, or a walking meeting outside instead of the conference room. There’s no need to get gimmicky, but a little variety can go a long way.

Consider the pacing of your meeting and always allow for silence. Introverts or team members who prefer to fully process an idea before sharing will be more likely to contribute if some thinking time is offered before diving into the sharing. Remember that agenda? Don’t cram it so full that it removes any time for serendipity. And if no lightning strikes, the team will enjoy a meeting that ends early instead of runs late.

As the leader of a meeting, once you’ve shared the agenda, then it’s time to share the air. If you lead with your ideas, they may be the ones that win even if better ones exist. Rather than dominate the discussion, set some ground rules and let others talk. Facilitation is an art form the best leaders work to master.

After

Follow up with a recap and next steps once the meeting has wrapped. Employees will be understandably frustrated if they feel like their time or ideas met a dead end. Knowing their contributions were valuable and that there is an action plan helps employees invest in the next meeting.

Meeting leaders shouldn’t fear feedback. Sending an anonymous survey, asking for suggestions, and keeping an open mind about ways to improve can help your leadership and your team’s attitude toward meetings.

A regular audit of your meetings and meeting schedule is a smart tip. How much do you talk versus other team members? Were attendees focused? What meetings really need to stay in 2019? What can you cancel and bring back if needed? Trimming the schedule can be a great start, but experts caution against assuming no meetings is the way to go.

Additionally, one coach recommends via an article in Forbes that one meeting always stay on the schedule, especially for new managers. A weekly one-on-one with direct reports is an essential way to hear what they need to succeed and take some time to plan. Face time is important for employees, certainly, but it’s also a chance for meeting leaders to solicit genuine feedback about meetings. That’s one way to make meetings come full circle!

Read more:

How to Run a More Effective Meeting

How to Lead Effective Team Meetings

Ten Things New Managers Need to Know

Why Your Meetings Stink—and What to Do About It

SOURCE: Olson, B. (26 February 2019) "In Pursuit of a Better Meeting" (Web Blog Post). Retrieved from http://blog.ubabenefits.com/in-pursuit-of-a-better-meeting


4 questions to ask before adding biometric screenings

Fifty-two percent of large firms that provide employee health benefits offer workers the opportunity to complete a biometric screening, according to the Kaiser Family Foundation (KFF). Read this blog post to learn more.


A growing number of employers are adopting workplace wellness programs to improve employee health and subsequently lower their health insurance spend. As they do, benefit managers are tasked with vetting options that will deliver meaningful health and financial results for their companies.

This vetting process typically involves answering questions that range from which types of participation incentives their organization should offer to what type of wellness programs will yield the greatest health-improvement outcomes.

But there’s a problem: Very few benefits managers ask for details about wellness biometric testing, even though most programs are, at least in theory, designed around the information that screening provides. Biometric screening typically involves one or more laboratory tests as well as physical readings, such as blood pressure and body weight, to identify markers of health risks if not an actual disease.

According to the Kaiser Family Foundation, 52% of large firms that provide employee health benefits offer workers the opportunity to complete a biometric screening.

Just as workplace wellness programs are not all the same, biometric screening can vary. Failure to question the specific details of a proposed biometric screening program can lead to suboptimal results.

Before moving forward with biometric screenings as part of a workplace wellness program, benefit managers should pause to ask themselves certain questions. Doing so will enhance the likelihood of favorable outcomes — both for employee wellness and the financial bottom line.

1. Why should we screen?

It sounds simple, but setting clear goals for biometric screening is a step too many benefits managers overlook. This may be because they do not know how to anticipate the kind of actions that will be available to them and their employees given the results.

Based on my experience, the most compelling reason to provide biometric screening as part of a wellness program is to help individuals identify risks for several chronic conditions that, if caught early, may be prevented. With insights from a biometric screening, an individual may be better able to take steps to reduce health risks. Common goals may be to reduce body weight, exercise more or visit a physician for treatment.

Biometric screening often can reveal disease risks an individual may not otherwise know. A study published in the peer-reviewed journal PLoS ONE, for instance, found that one in three first-time participants in a company-sponsored, lab-based wellness program by Quest Diagnostics were not aware they were at risk for a serious medical condition, such as diabetes or heart disease, according to biometric screening results. Many of these individuals were in a health plan, suggesting that healthcare access alone does not guarantee preventive care to identify risk for common chronic health conditions.

Biometric screening also can help an employer identify programs to target at-risk employee segments based on the type of risk with appropriate interventions. Reliable insight into disease risks for a workforce population may also aid the prediction of future healthcare costs.

2. What should we screen for?

Ideally, biometric screening should provide enough information into disease risks for both individuals and the employer in order to take meaningful actions. Here, many employers miss the mark by implementing bare bones biometric screening options. The result is potentially misleading results — and missed opportunities to identify individuals at risk.

Take diabetes screening, for instance. A non-fasting fingerstick glucose screening really doesn’t tell us anything considering the variety of food individuals might have eaten, and how that may have affected their measurement.

A fasting fingerstick glucose test may help identify diabetes risk in some individuals and be less costly to perform than a hemoglobin A1c test, which involves a venipuncture blood draw. However, a study from Quest Diagnostics found that some individuals in a workforce population with normal fasting glucose results were still at higher risk for diabetes, and a glycated hemoglobin (HbA1c) test identified them.

In a similar manner, many employers overlook screening for chronic kidney disease, one of the major causes of kidney transplantation. Eighty-nine percent of participants identified as at risk for chronic kidney disease did not know it, according to the aforementioned PLoS ONE study. The estimated glomerular filtration rate (eGFR) lab test can help identify this condition very cost-effectively, but it’s often absent in biometric screening programs. Other conditions that laboratory tests can help identify include metabolic disorders, thyroid disease, and colorectal cancer, among others.

3. How often should we screen?

Annual biometric screening reinforces the importance of management places on employee wellness. It can also help identify health risks in individuals who are new to the organization. An annual program also provides a regular cadence of engagement that is not too onerous on employees while minimizing the confusion that can occur when screening happens less frequently.

Annual screening has an added benefit of allowing the employee to track her progress over time. Quest provides graphic charts that show changes in an individual’s numbers year over year. This is a powerful motivator for those who have adopted healthful behaviors to stay the course. And longitudinal changes also can reveal patterns, like modest annual weight gain, that the individual may otherwise dismiss until they see the cumulative effect.

4. How can we connect employees to care and intervention?

Screening is just one facet of a successful wellness program. Some individuals who identify health risks may proactively modify their behavior or consult a physician. But not all will. Employers can improve the odds of at-risk employees accessing the care they need following biometric screening.

Most employees in biometric programs receive a personalized report of their screening results. Additionally, many participants can consult over the phone with a third-party administered physician.

At Quest, for instance, we offer programs that help at-risk employees access behavioral change programs. If an individual’s screening results suggest evidence of prediabetes, that employee may participate free of charge in a 16-week, CDC-based diabetes prevention program that includes coaching and lifestyle modification. An individual with a problematic cholesterol result may be able to access a similar program for heart disease prevention.

Biometric screenings can be a powerful facet of an employee wellness program. Understanding the reasons to screen, which methods to use and how often to use them, and the paths to connect employees to care are key. Benefit managers who do this well will be rewarded with a wellness program that results in healthier employees and lower healthcare costs over time.

SOURCE: Goldberg, S. (21 February 2019) "4 questions to ask before adding biometric screenings" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/4-questions-to-ask-before-adding-biometric-screenings


The benefit you may not be offering to employees — but should be

Did you know: Seventeen percent of full-time workers act as caregivers. The costs, gaps in care and stress associated with serious, long-term illness can negatively impact the health and productivity of your workforce. Read this blog post to learn more.


When it comes to getting better value for their healthcare dollars, employers and other healthcare purchasers may be overlooking a significant cost driver that negatively impacts the health and productivity of their workforce.

It’s the costs, gaps in care and stress associated with serious, long-term illness. In addition to the roughly 11.4 million adults and children living with serious illness, about 17% of full-time workers are also caregivers. And while a caregiving role is rewarding, it’s also been shown to reduce work productivity by more than 18%, costing U.S. businesses up to $33 billion annually. Given this, it’s surprising that palliative programs are not nearly as widespread as they should be.

Employers should give serious consideration to offering palliative care as a benefit to employees. Here are two misconceptions that can get in the way of implementing palliative care programs — and two reasons why serious illness care may be right for your organization.

First, the misconceptions:

It’s not the same as hospice care. While hospice care is a part of palliative care, they’re not synonymous. Palliative care is specialized medical care for people living with a serious illness that is appropriate at any age and any stage of their disease and can be provided along with curative treatment. It focuses on providing patients with relief from the symptoms, pain and stress of their medical condition(s) — whatever the diagnosis.

The goal is to improve quality of life for both the patient and their family. Those who would greatly benefit from access to palliative care face conditions such as diabetes with complications, metastatic cancer or chronic obstructive pulmonary disease.

It doesn’t affect my population. While people with a serious illness typically represent only a small proportion of the commercial population — roughly 2% to 3% — and up to 10% of retiree populations, they consume a disproportionate amount of healthcare resources. By addressing the needs of those living with serious illness, helping them avoid unnecessary, unwanted, and even potentially harmful care, employers can make a big impact on employees’ lives and the bottom line. Moreover, palliative care also greatly benefits caregivers, who can experience stress, negative impacts on their own health, and lessened productivity and presenteeism at work, even when they find their role fulfilling.

Now, why should employers offer palliative care benefits?

Quality can generate cost-savings. Palliative care’s focus on improving the quality of life of patients and their families means it leads with quality. The logic of “quality first” applies to many high-value healthcare strategies including accountable care organizations, centers of excellence (COEs) and second opinion programs. And like those other strategies, leading with quality can lead to lower costs. For instance, by providing access to high-quality care for certain services or conditions at a COE, employers hope that costly complications from low quality or inappropriate care can be avoided, just as introducing a palliative care team to a treatment plan can help patients better manage their symptoms, such as severe pain, proactively and lead to fewer trips to the emergency room.

Employers can make a big difference for patients and caregivers. Employers and other healthcare purchasers can play a powerful role in improving care for people living with serious illness by demanding certain capabilities and services from contracted health plans, other vendors and healthcare providers.

These include:

· Proactive identification of the population of patients living with a serious illness
· Training all healthcare providers in basic communication and symptom management skills
· Access to certified specialty palliative care teams across care settings
· Access to appropriately trained case managers
· Specific benefits that include home-based services and support for caregivers

To change the healthcare system, it’s important for purchasers to be on the same page with each other to ensure that providers and plans are on board with providing this type of care. After all, at the end of the day, it’s about the patient and their family. In focusing on palliative care, along with other key areas, purchasers have the power and influence to make a difference in the quality and affordability of care their employees receive.

SOURCE: Delbanco, S. (6 March 2019) "The benefit you may not be offering to employees — but should be" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/the-benefit-employers-may-not-be-offering-to-employees?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001