SHRM Connect: Mental Health Issues in the Workplace - What Would You Do?

Are you a SHRM member and/or HR professional? In this article from SHRM by Mary Kaylor, she dives into what SHRM Connect is and how you can get involved!

You can read the original article here.


SHRM Connect is an online community where SHRM members can ask questions and get answers on a variety of HR topics. It’s a great place to network with other HR professionals and share solutions.

The conversation topics range from “HR Department of One” to Employment Law, are always insightful, and deal with some of the most pressing issues that HR professionals face in the workplace today.

While some of the conversations take on a more serious tone, others will deliver a bit of comic relief -- and on Fridays, I’ll be highlighting a conversation or two in hopes that you’ll take some time to visit. You may want to "lurk"… perhaps respond, but you’ll always learn something.

It’s a great community and I highly recommend checking it out.

While May is officially Mental Health Awareness month, HR must deal with employee mental health issues, and their effects on the workplace, all year long. This week’s highlighted conversations involve a few different scenarios. What would you do?

Subject: Self Harming

In the General HR area, a poster asks for advice on how to handle about a perceived case of self harming:

We have a new(er) employee that was observed by another employee to have cuts up and down her arm. The employee brought it to our attention out of concern. We thanked the employee and asked that she keep it confidential. We do not offer an EAP.

My thought is to speak with the employee that is self harming and let her know what was observed and just check in and see if she is ok. If she says everything is good, just leave it at that. If she mentions something is going on...or if she needs to seek treatment etc, go down that road.

For those of you who have experience with this, is this an ok approach? Is it best to not address it with the employee? Any other resources, since an EAP is not an option?

Thanks!

To read/respond to this conversation, please click here.

* * * * *

Subject: Alcohol and Discussion of Suicide

In the General HR area, another poster asks for advice on monitoring an employee:

Know of an employee with an alcohol problem who has gone through treatment and released to return to work by the treating facility. Prior to admittance, she talked about suicide. What follow-ups by the employer would you suggest, other than a monitoring agreement for a period of time?

To read/respond to this conversation, please click here.

* * * * *

Subject: WWYD

In the General HR area, yet another poster is wondering how others would handle a case of an employee with anxiety – and lots of absences:

I was hoping to get opinions on this situation, and I believe I know the correct way to follow up but I was interested to see what others would say.

We hired a non-exempt employee in July of this year. Since that time, this employee had 6 unexcused absences, and two preplanned days off. We accrue and allow employees to use their vacation leave from day one, and this employee essentially used all the time throughout the end of the year. Sick time is not available for employees until they've been employed for 90 days. This employee stated about a month ago after one of their absences that they has very bad anxiety, but does not have insurance they are unable to get medication or see a doctor. This employee never asked for any type of accommodation, and we actually even provided resources to assist with their anxiety. All of the times they called out after that conversation were simply because "i feel bad and can't come in". I received copies of the texts and they're pretty vague. They called out again on Tuesday after having a pre-planned half day off on Friday, and we decided to give the employee a final written warning with a 60 day timeframe to improve their attendance. Unfortunately the employee called out again yesterday with a very vague explanation and stated that 'I still feel pretty bad'.

After speaking with the managers over this department, we decided to terminate employment due to excessive absences. I explained that to the employee in the phone call and gave them an opportunity to explain themselves. I tried to create a dialogue in the event that we were missing something, but I just got 'heh. oh okay.'

Now this morning, I received a page long email stating this employee has rights under HIPAA that they didn't have to disclose the anxiety disorders that they have (we never asked, they disclosed it voluntarily). Also stated that they would have expected a written warning for their excessive absenteeism but not the fact we separated employment. They go on to blame us for other areas of lacking (training, etc) but said we amplified the anxiety problem because of the amount of training we were giving them.

I feel like this employee is looking for anyone to blame. It's an unfortunate situation but as an employer, we cannot read employees minds. If an employee needs an accommodation due to a medical condition, aren't they supposed to request it? How are we supposed to help with vague callouts?

Thoughts?

You can read the original article here.

Source:

Taylor M. (22 September 2017). "SHRM Connect: Mental Health Issues in the Workplace - What Would You Do?" [Web Blog Post]. Retrieved from address https://blog.shrm.org/blog/shrm-connect-mental-health-issues-in-the-workplace-what-would-you-do


Safety Focused Newsletter - September 2017

Safety Focused

Tips for Managing Workplace Fatigue

Not only does fatigue make you less productive and personable, it can also cause a serious safety risk if you work with hazardous equipment or materials. Read on to learn how to manage fatigue at work.

 

5 Ways to Eat Healthier at Work

Good nutrition is an essential part of a healthy lifestyle, and eating healthier can increase your productivity, lower the number of sick days you take and reduce your risk of being in an on-the-job accident. Read on to learn five tips for healthier eating at work.

NOT ONLY DOES FATIGUE MAKE YOU LESS PRODUCTIVE AND PERSONABLE, IT CAN ALSO CAUSE A SERIOUS SAFETY RISK IF YOU WORK WITH HAZARDOUS EQUIPMENT OR MATERIAL

Tips for Managing Workplace Fatigue

Hectic schedules, stress and lack of sleep can all contribute to fatigue, which is a common and dangerous workplace hazard. Symptoms of fatigue include moodiness, drowsiness, loss of energy, and lack of motivation and concentration.

These are not ideal qualities to display at your job. Not only does fatigue make you less productive and personable, it can also cause a serious safety risk if you work with hazardous equipment or materials.

To help manage workplace fatigue, consider doing the following:

  • Eat a snack that includes complex carbohydrates and protein (like an energy bar or half a peanut butter sandwich on whole-wheat bread).
  • Avoid sugar, which will make you crash later.
  • Go for a short walk to re-energize yourself.
  • Drink a glass of water.
  • Manage your stress, and get more sleep.
  • Exercise regularly.
  • Limit your caffeine intake to one or two drinks per day.

Fatigue can also be linked to an underlying medical problem, psychological condition or sleep disorder. Talk to your doctor if you experience chronic or debilitating fatigue.

5 Ways to Eat Healthier at Work

Most full-time employees eat at least one meal at work. Not only are a significant number of meals eaten in the workplace, but work is also where employees are most susceptible to distracted or stress-related eating.

Good nutrition is an essential part of a healthy lifestyle, and eating healthier can increase your productivity, lower the number of sick days you take and reduce your risk of being in an on-the-job accident.

To start eating heathier at work today, consider doing the following:

  1. Avoid junk food. Clean your desk or work area of junk food. This includes snacks like candy, chips or crackers.
  2. Make time to eat full meals. While work can get busy, it’s critical that you make time to eat a healthy meal. Not only does eating a nutritious breakfast or lunch increase your energy, but it can also help you remain fuller for longer, thus reducing snacking.

  1. Bring leftovers into work. When cooking your dinner each night, consider setting aside portions for your lunch the next day. Not only does this make meal planning easier, but it can also save you money.
  2. Bring in bottles of water. Make an effort to drink water throughout the day. This can help energize you, supress your appetite and aid in weight loss.
  3. Snack smart. Snacks aren’t entirely off the table when you’re trying to eat healthy. Foods like dried fruit, jerky, nuts and applesauce are all good alternatives to unhealthy chips and candy bars.

While eating home-cooked meals is one of the easiest ways to eat healthier, certain jobs require employees to be on the road often. This, unfortunately, can lead to eating out more.

In this case, being careful about the kinds of food you order and the portion sizes can make all the difference in managing weight gain.


Wellness Programs – Getting Started and Remaining Compliant

Are you looking to set up a wellness program at your company. Here is a great article from our partner, United Benefit Advisors (UBA) by Hope DeRocha on what you need to know when setting up your wellness program.

Where to Start?

First, expand the usual scope of wellness activity to well-BEING. Include initiatives that support more than just physical fitness, such as career growth, social needs, financial health, and community involvement. By doing this you increase your chances of seeing a return on investment (ROI) and a return on value (ROV). Qualitative results of a successful program are just as valuable as seeing a financial impact of a healthier population.

Wellness program ROI and ROV

Source: Katherine Baicker, David Cutler, and Zirui Song, “Workplace Wellness Programs Can Generate Savings,” Health Affairs, February 2010, 29(2): pp 304-311

To create a corporate culture of well-being and ensure the success of your program, there are a few important steps.

  1. Leadership Support: Programs with leadership support have the highest level of participation. Gain leadership support by having them participate in the programs, give recognition to involved employees, support employee communication, allow use of on-site space, approve of employees spending time on coordinating and facilitating initiatives, and define the budget. Even though you do not need a budget to be successful.
  2. Create a Committee or Designate a Champion: Do not take this on by yourself. Create a well-being committee, or identify a champion, to share the responsibility and necessary actions of coordinating a program.
  3. Strategic Plan: Create a three-year strategic plan with a mission statement, budget, realistic goals, and measurement tools. Creating a plan like this takes some work and coordination, but the benefits are significant. You can create a successful well-being program with little to no budget, but you need to know what your realistic goals are and have a plan to make them a reality.
  4. Tools and Resources: Gather and take advantage of available resources. Tools and resources from your broker and/or carrier can help make managing a program much easier. Additionally, an employee survey will help you focus your efforts and accommodate your employees’ immediate needs.

How to Remain Compliant?

As always, remaining compliant can be an unplanned burden on employers. Whether you have a wellness or well-being program, each has their own compliance considerations and requirements to be aware of. However, don’t let that stop your organization from taking action.

There are two types of programs – Group Health Plans (GHP) and Non-Group Health Plans (Non-GHP). The wellness regulations vary depending on the type of employer and whether the program is considered a GHP or Non-GHP.

Group health plan compliance table

Employers looking to avoid some of the compliance burden should design their well-being program to be a Non-GHP. Generally, a well-being program is Non-GHP if it is offered to all employees regardless of their enrollment in the employer’s health plan and does not provide or pay for “medical care.” For example, employees receive $100 for attending a class on nutrition. Here are some other tips to keep your well-being program Non-GHP:

  • Financial: Do not pay for medical services (e.g., flu shots, biometric screenings, etc.) or provide medical care. Financial incentives or rewards must be taxed. Do not provide premium discounts or surcharges.
  • Voluntary Participation: Include all employees, but do not mandate participation. Make activities easily accessible to those with disabilities or provide a reasonable alternative. Make the program participatory (i.e., educational, seminars, newsletters) rather than health-contingent (i.e., require participants to get BMI below 30 or keep cholesterol below 200). Do not penalize individuals for not participating.
  • Health Information: Do not collect genetic data, including family medical history. Any medical records, or information obtained, must be kept confidential. Avoid Health Risk Assessments (i.e. health surveys) that provide advice and analysis with personalized coaching or ask questions about genetics/family medical history.

See the original article Here.

Source:

DeRocha H. (2017 Aug 15). Wellness programs-getting started and remaining compliant ik[Web blog post]. Retrieved from address http://blog.ubabenefits.com/wellness-programs-getting-started-and-remaining-compliant


How Voluntary Benefits Options are Changing

The market for voluntary benefits has seen substantial growth over the last few years with the rise of health care cost. Find out how you can prepare for the changes coming to the voluntary benefits market thanks to this great article by Keith Franklin from Benefits Pro.

As health care insurance deductibles continue to rise, interest in voluntary benefits are growing. This trend supports another growth area that we’re seeing: companies are looking for innovative, cost-effective ways to enhance their compensation packages and are finding that voluntary health benefits are the solution. We’ve seen a significant rise in sales for dental discount plans that offer additional benefits over the past six months.

The most popular dental plans that we offer to groups and individuals now include telemedicine, medical bill negotiation and health advocacy services — along with our more typical dental care, vision, hearing, and prescription savings plans.

But, no matter how popular they are, these plans still do not sell themselves. The key to success in the group voluntary benefits marketplace is clearly communicating the business return on investment that can be expected from offering voluntary benefits to employees.

Voluntary benefits refresher

Of course, you know employers use voluntary programs to offer ancillary benefits, or supplementary benefits, that help fill in the holes in major medical coverage.

If you have not had much direct involvement in voluntary benefits, you may be surprised by how much the menus have grown.

Many of the newest voluntary benefits provide discounted or free access to services that were not typically associated with health care plans. These offerings tend to address concerns related to security, financial management, health care that may not covered by primary insurance (such as dental) and personal improvement.

Today, voluntary benefits may include:

  • Automobile, homeowners, or pet insurance
  • Concierge services
  • Critical illness
  • Cybersecurity/Identify theft protection
  • Dental
  • Education
  • Financial counseling
  • Financial planning
  • Fitness
  • Healthcare advocacy
  • Life insurance
  • Medical bill negotiation
  • Telemedicine/Telehealth
  • Vision

Voluntary benefits are typically offered to employees as an optional add-on to their benefits package. While the benefits may be paid for in part by the employer, these are more typically payroll-deducted benefits.

When sold directly to individuals, voluntary benefit offerings are often described as “discount,” or “additional benefit” plans. Target markets in the business-to-consumer space would include self-employed people and owners of very small businesses. Typically, businesses can qualify as a “group” for voluntary benefits purposes if the business employs three to five people.

When sold to groups, these plans offer savings by tapping into discounts for group rates, and discounts pre-negotiated by the plans’ providers. The savings are passed on to plan members, giving the cost-savings of group coverage to individuals. Brokers and agents can tap into this market effectively by working with trade groups, chambers of commerce, and other associations that serve small businesses, contactors and the self-employed.

It is important to note that many voluntary benefits offerings are not insurance. They are intended to complement existing insurance coverage, make health care such as dental and vision more affordable, or provide discounted access to a broad variety of supplementary services.

There are exceptions, of course. Some voluntary plans offer supplementary health coverage, or other types of insurance.

How to communicate advantages

Financial benefits are the most obvious advantage to businesses. Adding desirable benefits at no additional (or low) cost to the company is obviously an appealing proposition. But that’s not the whole picture.

Businesses considering offering voluntary benefits plans to their employees will also want to ensure that any solution that they buy into fully delivers on its promises and doesn’t add new complications.

Provider reliability: Who is offering the benefit, who is the provider or underwriter? Voluntary benefits can be backed by a provider, such as a health insurance company that offers both dental insurance and dental discount plans. The benefit may be offered directly by the providing company or by another company that they have partnered with. Look for a proven track record of trustworthiness and experience within the voluntary benefits space by all companies involved in providing the benefit.

Easy deployment and administration: What is involved in offering the benefit to employees? What information will be required, how long will it take to on-board people? Will proprietary software need to be installed, or are benefits managed through a platform-generic, online portal? Is there an automatic payroll deduction feature? Obviously, the easier a solution is to set up and use, the more attractive it is. Know the back-end as well as you know the benefits.

Data security: Securing information is an ever-growing concern. Not all companies will ask about data security when evaluating a benefits plan, but an increasing number are vitally concerned about protecting personnel information – both as a service to employees and as a way of warding off digital crime. Cyber criminals can use information about employees to impersonate them and gain access to company networks and data. It is best to be prepared with answers to these questions: How is sensitive information on employees kept secure and private when it is captured, in use, and in storage? If data is stored in the cloud, does the storage solution used meet the organization’s compliance and regulatory obligations?

Education/engagement: Well-designed, informative, and customizable materials that help employees get excited, understand, and use their voluntary benefits are a highly valuable add-on to any offering. Companies expect to see quantifiable results from their benefits packages, and limited adoption reduces return on investment. Keeping employees engaged is central to a company’s happiness with their voluntary benefits plan. Get samples of the employee training material from providers.

Metrics: While many companies will rely on their own data-led decision making tools to measure a program’s success, it’s helpful to point out the ROI voluntary benefits can deliver. Overall, the data points that can be used to gauge the success of a voluntary benefits offering will include an ability to attract and retain top talent, reduced medical absenteeism/presenteeism, increased productivity, and employee interest and usage of the benefits.

Customer care: If employees have problems using their benefits, who provides support? The provider or service partner should offer a single-point-of-contact tasked with solving problems, and a dedicated customer support team that employees can access with questions or concerns.

Interest in voluntary growing

Voluntary benefits aren’t new, but the interest in these offerings is strong – particularly for money-and-time saving services such as telemedicine. As the marketplace grows, businesses and brokers need to understand how to evaluate these offerings and select the best options.

There are advantages to offering a tightly curated bundle of benefits, or providing a broad variety of options that businesses can mix and match. When offering the latter, it’s important to ensure that administration and access are streamlined as much as possible. What seems simple in isolation – you manage and access your benefits though this app or portal – can quickly become wildly complex when the burden grows to a dozen or more apps and portals. Partnering with service providers who focus on delivering a quality experience end-to-end provides significant advantages to brokers and businesses.

See the original article Here.

Source:

Franklin K. (2017 July 13). How voluntary benefits options are changing [Web blog post]. Retrieved from address http://www.benefitspro.com/2017/07/13/how-voluntary-benefits-options-are-changing?t=innovation&page_all=1


OSHA Rule: Respirable Crystalline Silica

On March 25, 2016, the Occupational Safety and Health Administration (OSHA) issued a final rule regarding respirable crystalline silica. Under this rule, employers will be subject to new standards for protecting workers. The rule became effective on June 23, 2016, but employers in the construction industry have until Sept. 23, 2017, to comply with the rule. Employers in the maritime and general industries will have until June 23, 2018, to comply with the rule.

The rule includes standards that dramatically reduce the permissible exposure limit (PEL) for respirable crystalline silica to 50 micrograms per cubic meter of air (50 µg/m3). The rule also requires employers to implement specific measures to protect workers.

Links and Resources

·   Final rule on occupational exposure to respirable crystalline silica

·   OSHA FAQs on the respirable crystalline silica final rule

·   OSHA crystalline silica webpage; CDC silica webpage

·   Methods of sample analysis for construction, general and maritime industries

·   Medical surveillance guidelines for construction, general and maritime industries

 

This Compliance Overview presents a high-level summary of OSHA’s final rule regarding respirable crystalline silica.

HIGHLIGHTS

SILICA FINAL RULE

  • The final rule establishes a new permissible exposure limit for respirable crystalline silica.
  • Employers must implement specific measures to protect workers.
  • The intent of the rule is to reduce the risk of diseases caused by exposure to respirable crystalline silica.

IMPORTANT DATES

  • Employers in the construction industry must comply by Sept. 23, 2017.
  • Employers in the general and maritime industries must comply by June 23, 2018.

Background

Crystalline silica (silica) is a common mineral found in materials like sand, concrete, stone and mortar. Silica becomes hazardous when it is reduced to a dust and released into the air where it can be inhaled (called respirable silica). This commonly occurs in operations that involve cutting, sawing, drilling and crushing materials that contain silica. Operations in which sand products are used, such as glass manufacturing, metal casting and sand blasting, also tend to generate respirable silica. When silica dust particles are inhaled, they can penetrate deep into the lungs and cause disabling and sometimes fatal diseases, including silicosis, lung cancer, chronic obstructive pulmonary disorder and kidney disease.

OSHA first set PELs for respirable silica in 1971, allowing 100 µg/m3 for general industry and 250 µg/m3 for construction and shipyards. Since then, numerous advanced scientific studies determined that much lower levels of silica exposure can causes serious health effects. After reviewing the scientific evidence, OSHA determined that even though significant health risks remain at the 50 µg/m3 PEL, this is the lowest level that most affected operations can reasonably achieve through the use of engineering controls and work practices.

Covered Employers

In its final rule, OSHA issued two separate standards for protecting workers from exposure to respirable crystalline silica, one for the construction industry and another for the general and maritime industries.

Both standards are similar and provide comparable protections for workers, but OSHA issued them separately to account for differences in work activities, anticipated exposure levels and other conditions unique to each industry. Although exposure to respirable crystalline silica has also been documented in the agricultural sector, OSHA did not issue regulations for this industry.

General Requirements for Covered Employers

Under both standards, employers subject to OSHA’s final rule must:

  •    Implement engineering and work-practice control measures;
  •    Establish and implement a written exposure plan;
  •    Restrict housekeeping practices that expose workers to silica;
  •    Offer medical exams to workers who are exposed to silica;
  •    Train workers on operations that result in silica exposure and on ways to limit exposure; and
  •    Keep records of workers’ silica exposure and medical exams.

Employers in the construction industry must also designate a competent person to implement their written exposure control plans.

Exposure Control Requirements

To comply with exposure control requirements, general industry and maritime employers must measure respirable silica levels in the workplace any time they may possibly be at or above 25 µg/m3 (action level). They must also ensure that employees are not exposed to levels above 50 µg/m3 by limiting access to areas with high levels, using dust control measures (such as wetting and ventilation), and providing workers with respirators.

Construction employers have the option of either using those same methods or following specific dust-control methods that are outlined in Table 1 of OSHA’s final rule. Table 1 provides a list of common construction tasks and specific actions construction employers can take to protect workers who perform each task.

Written Exposure Plan

The final rule allows employers to tailor their written exposure control plans to their particular worksites. Minimum requirements include a description of all tasks that workers may have to do that could expose them to respirable silica and a description of the employer’s methods for protecting workers, including procedures used to restrict workers’ access to potential high-exposure areas.

Construction employers must also designate an individual who is capable of identifying existing and foreseeable silica hazards in the workplace and who has authorization to take prompt corrective measures to eliminate or minimize them.

Housekeeping

If housekeeping practices may expose workers to respirable silica, employers must use any feasible alternative as a means of reducing or eliminating the exposure risk.

Medical Surveillance

Employers must offer medical exams to workers who may be exposed to respirable silica levels of 25 µg/m3 or more for 30 or more days per year. The exams must be offered every three years and must include chest X-rays and lung function tests.

Compliance Schedule

Each standard includes a compliance schedule for covered employers. The table below provides an overview of the relevant deadlines.

Industry Deadline Exceptions
General and Maritime June 23, 2018 ·    Medical surveillance must be offered to workers who will be exposed to 25 µg/m3 or more of crystalline silica for 30 or more days a year starting on June 23, 2020; and

·    Hydraulic fracturing operations must implement engineering controls by June 23, 2021.

Construction Sept. 23, 2017 ·    Laboratory evaluation sample requirements begin on June 23, 2018.

 

SOURCED FROM ZYWAVE – https://www.zywave.com


Workers' Compensation Services Overview

How is your broker helping you lower your workers’ compensation premiums?

  • Workers’ compensation is a large and necessary cost, but there are still opportunities to save. We’ll help you reduce claims and control costs by establishing workplace safety policies, streamlining your reporting procedures and identifying top loss sources.

How effective is your return to work program?

  • The longer a workers’ compensation claim stays open, the more it will cost you. Hierl Insurance Inc. can help you implement a comprehensive return to work program that will protect your bottom line, while still providing your employees with appropriate care.

Did you know that you can see a massive return on investment for every dollar you put into workplace safety and health?

  • Our clients have access to numerous employee safety materials, including newsletters, flyers, bulletins and comprehensive safety manuals that can help promote a safety-minded workplace.

 

STATE-SPECIFIC EMPLOYER REQUIREMENTS

Get a quick, clear understanding of all of your workers’ compensation requirements with these comprehensive summaries. With these materials, you can rest easy knowing that your workers’ compensation obligations are met.

 

EMPLOYEE SAFETY MANUALS

Take steps to reduce workplace injuries with these customizable safety manuals, which feature general safety policies and procedures to support safety programs. Choose from a general template or from over 25 industry-specific versions.

 

RETURN TO WORK RESOURCES

Use these return to work materials to reduce the length of workers’ compensation claims and support your employees. These policies, forms and employee communications will help ensure that everyone at your business is on the same page and focused on recovery.

 

INJURY AND ILLNESS INVESTIGATION PROGRAMS

Make sure the injuries and illnesses only cost you a single time. These resources can help you establish best practices for investigating the true sources of workplace incidents and reduce the chance of reoccurrences.

 

WORKERS’ COMPENSATION ARTICLES

 

Stay up to date on new workers’ compensation developments with informative and easy-to-read articles. These articles examine a variety of topics and can help your business stay prepared before, during and after a workers’ compensation claim.

 

 

Sourced from Zywave - https://www.zywave.com.

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Is Data Collection Key to a Successful Wellness Program?

Are you looking for the key to unlocking a successful wellness program? Check out this article by Joseph Goedert from Employee Benefit Adviser and see how data collecting can be a great resource to use when creating a successful wellness program.

The collection and analysis of consumer data can provide insights to employers, including healthcare organizations, into their employees’ health status while offering the basis for information for the creation of wellness plans.

An individual’s buying habits, voting affiliation and voting history, television viewing, financial status, family status and social sentiments—which are the emotions behind social media mentions—together can give a view of the individual’s overall well-being, says April Gill, vice president of analytics solutions at Welltok, a vendor that offers health optimization services.

Social media mentions, for instance, can be analyzed to generate a sentiment score on the general happiness of an individual. A regular voter can indicate a person who may be active in community affairs and may be agreeable to accepting a walking program to improve health.

Consumer data, matched with health data like lab results, claims and biometric data, can be used to start making correlations that detail the healthcare needs of a person. The goal, Gill says, is to have a better understanding of an individual’s receptivity to joining a health program that can offer the highest probability of success.

If an individual subscribes to Netflix or other television services, data collection companies can see what television shows a person is watching and if they are a couch potato and need to exercise more. A person watching a lot of sports might be a candidate for suggesting a step program or playing a sport. A diabetic who often is online may be a good candidate for an online diabetes management program and to stay engaged in the program. “We need to offer resources in a manner that patients are ready for,” Gill asserts. These resources could come from an employer, health plan or provider organization.

Privacy laws may limit the types of health data that employers can see, but Welltok will work with local providers to identity employees to be targeted for health interventions. “We can get individual level data from providers,” Gill says. “It behooves employers to establish relationships with local providers.”

That relationship includes working with providers to move beyond a focus on utilization—tracking how many individuals participated in a certain programs, she advises.

But while data can paint a picture of wellness, there are many gaps in the available information, Gill cautions. A lot of commercial data is not identifiable, and sometimes the data is incorrect.

See the original article Here.

Source:

Goedert J. (2017 June 9). Is data collection key to a successful wellness program [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/news/is-data-collection-key-to-a-successful-wellness-program?brief=00000152-1443-d1cc-a5fa-7cfba3c60000


High-Deductible Health Plans Promote Increased Wellness Program Participation

Are you looking for a new way to increase participation in your wellness program? Take a look at this interesting article by Nick Otto from Employee Benefit News on how offering high-deductible health plans can be a great way to boost enrollment into your wellness program.

Employer-provided healthcare continues to be the most common access to health insurance in the U.S., and as employers continue to look for ways to cut costs, consumer-driven high-deductible health plans continue to grow with the added benefit of increased employee engagement in healthcare choices.

Fourteen percent of the U.S. population was enrolled in a CDHP and 14% was enrolled in an HDHP, a slight increase for both from the previous year, according to the 2016 EBRI/Greenwald & Associates Consumer Engagement in Health Care Survey.

And the number of workers who were in a CDHPs or HDHPs was more likely than those in a traditional plan to exhibit cost-conscious behaviors, according to a recent report from the non-partisan Employee Benefit Research Institute.

“This survey found that high deductibles are associated with new behaviors [that are] often encouraged by employers and insurers,” says Paul Fronstin, director of EBRI’s Health Research and Education Program and co-author of the report.

The theory behind CDHPs and HDHPs is that the cost-sharing structure is a tool that will be more likely to engage individuals in their health care, compared with people enrolled in more traditional coverage, the study suggests.

And with the employees taking a bigger interest in their healthcare planning, employers are noticing their wellness programs taking a bigger role.

The study focused on three types of wellness programs: a health-risk assessment, a health-promotion program to address a specific health issue, and a biometric screening.

“CDHP enrollees and HDHP enrollees were more likely than traditional-plan enrollees to report that they tried to find cost information. They are also more likely to participate in wellness programs.” Adds Fronstin.

Specifically, 45% of CDHP enrollees reported that their employer offered a health risk assessment, compared with 34% of traditional-plan enrollees and 30% of HDHP enrollees. When asked about the availability of health-promotion programs, 53% of CDHP enrollees, 32% of HDHP enrollees and 41% of traditional-plan enrollees reported that their employer offered such a program.

Additionally, when asked about biometric-screening programs, 45% of CDHP enrollees reported that their employer offered such a program, compared with 36% among traditional-plan enrollees and 33% among HDHP enrollees.

CDHP and HDHP enrollees were also more likely than traditional-plan enrollees to report that their employer offered a cash incentive or reward for participating in a biometric screening program. Seventy percent of CDHP and 67% of HDHP enrollees reported a cash incentive or reward for a biometric screening, compared with 51% among traditional-plan enrollees.

While these numbers represent self-reported awareness of available health and wellness programs and cannot be cross-referenced with objective data from employers and insurers, it is significant that, across the board, CDHP enrollees are aware and participate at higher rates in wellness programs, the author notes.

Another trend the study found was the increased interest in health savings accounts.

Among individuals enrolled in CDHPs, 56% opened an HSA, 19% were in an HRA, and 25% were enrolled in an HSA-eligible health plan but had not opened an HSA.

It’s more common for employers to contribute to HSAs than in the past, and the dollar amount is also increasing, EBRI says. Seventy-eight percent of CDHP enrollees reported that their employer contributed to the account in 2016, up from 67% in 2014.

Additionally, 20% of CDHP enrollees reported an employer contribution of at least $2,000 in 2016, up from 10% in 2014.

See the original article Here.

Source:

Otto N. (2017 June 1). High-deductible health plans promote increased wellness program participation [Web blog post]. Retrieved from address https://www.benefitnews.com/news/high-deductible-health-plans-promote-increased-wellness-program-participation


5 Benefits Communication Mistakes That Kill Employee Satisfaction

Are you using the proper communication channels to inform your employees about their benefits? Take a look at this great article from HR Morning about how to manage to communicate with your employees to keep them satisfied at work by Jared Bilski.

Good benefits communication is more important than the actual benefits you offer – at least when it comes to employee satisfaction.
Proof: When a company with a rich benefits program (i.e., better than industry standard) communicated poorly, just 22% of workers were satisfied with their benefits.

On the other hand, when an employer with a less rich benefits program communicated effectively, 76% of employees were satisfied with the benefits.

These findings come from a Towers Watson WorkUSA study.

At the at the 2017 Mid-Sized Retirement & Healthcare Plan Management Conference in Phoenix, AZ., Julie Adamik, the former head of Employee Benefits Training and Solutions at PETCO, highlighted the five most common benefits communication mistakes that put firms in the former category.

Satisfaction killers

1. The information is boring. Many employees assume that if the info is about benefits, it’s probably boring. As a result, they tend to tune out and miss critical material.

2. The learning styles and preferences of different generations aren’t taken into account. With multiple generations working side-by-side, a one-size-fits-all approach is doomed to fail.

3. The budget is too low. If your company has a $15 million benefits package, you shouldn’t accept upper management’s argument that a $2,500 communication budget should cover it. HR and benefits pros need to take a stand in this area.

4. The language is “too professional.” Assuming that official-sounding language is better than “plain speak” is a common but costly communication mistake.

5. There’s too much information being covered. Cramming everything into a single open enrollment meeting is guaranteed to overwhelm employees.

Cost, wellness, personal issues and care

Employers also need to be wary of relying too heavily on tech when it comes to benefits communication. Even though there are plenty of technological innovations in the world of benefits services and communications, but HR pros should never forget the importance of old-fashioned human interaction.

That’s one of the main takeaways from a recent Health Advocate study that was part of the whitepaper titled “Striking a Healthy Balance: What Employees Really Want Out of Workplace Benefits Communication.”

The study broke down employees’ preferred methods of benefits communications in a number of areas. (Note: Employees could select more than one answer.)

When asked how they preferred to receive health cost & administrative info, the report found:

  • 73% of employees said directly with a person by phone
  • 69% said via a website/online portal, and
  • 56% preferred an in-person conversation.

Regarding their wellness benefits:

  • 71% of employees preferred to receive the info through a website/online portal
  • 62% said directly with a person by phone, and
  • 56% preferred an in-person conversation.

In terms of personal/emotional wellness issues:

  • 71% of employees preferred to receive the info directly with a person by phone
  • 65% preferred an in-person conversation, and
  • 60% would most like to receive the info via a website/online portal.

Finally, when it came to managing chronic conditions:

  • 66% of employees preferred to receive the info directly with a person by phone
  • 63% would most like to receive the info via a website/online portal, and
  • 61% preferred an in-person conversation.

See the original article Here.

Source:

Bilski J. (2017 April 4). 5 benefits communication mistakes that kill employee satisfaction [Web blog post]. Retrieved from address http://www.hrmorning.com/5-benefits-communication-mistakes-that-kill-employee-satisfaction/


Are Healthcare Cost-Shifting Efforts at a Tipping Point?

Are you having trouble controlling your healthcare cost? Take a look at this interesting article from Employee Benefits Advisor on how rising healthcare costs are affecting employers by Bruce Shutan.

With the fate of healthcare reform in limbo, new research suggests employers are moving forward with a host of incremental changes to their health and wellness plans in hopes of curtailing costs on their own.

Kim Buckey, VP of client services at DirectPath, an employee engagement and healthcare compliance technology company, has noticed a slowdown in adoption of high-deductible health plans and cost-shifting strategies that aren’t quite living up to expectations. DirectPath’s 2017 Medical Plan Trends and Observations Report, based on an analysis of about 975 employee benefit health plans, found employers applying creative methods for cost control.

Buckey noted greater use of health savings accounts, wellness incentives, price transparency tools and alternative care options.

Slightly more than half of the employers studied by DirectPath offer a price transparency tool, while another 18% plan to do so in the next three years. Price-comparison services were found to save employees and employers alike an average of $173 and $409, respectively, per procedure.

In an effort to reduce costs and the administrative burden of tracking coverage for dependents, surcharges on spouses who can elect coverage elsewhere soared more than 40% within the past year to $152 per month.

The number of plans that offer wellness incentives rose to 58% from 50% between 2016 and 2017. Rewards included paycheck contributions, plan premium discounts, contributions to HSAs and health reimbursement arrangements and reduced co-pays for office visits. HSAs were far more popular than employee-funded HRAs (67% vs. 15% of employers examined), while employer contributions to HSAs increased nearly 10%.

Barriers to care and cost containment
A separate survey conducted by CEB, a technology company that monitors corporate performance, noted that although as many as one-third of organizations offer telemedicine, more than 55% of employees aren’t even aware of their availability and nearly 60% believe they’re difficult to access.

DirectPath and CEB both found that the average cost of specialty drugs increased by more than 30%. This reflects research conducted by the National Business Group on Health. Nearly one-third of NBGH members said the category was their highest driver of healthcare costs last year.

The pursuit of a panacea for rising group health costs has been meandering. When Buckey’s career began, she recalls how indemnity plans gave way to HMOs and managed care, then HDHPs, consumer-directed plans and private exchanges. “There is no one silver bullet that’s going to solve this problem,” she explains, “and I think employers and their advisers are starting to understand that it’s got to be a combination of things.”

More employers are now realizing that cost-shifting isn’t a viable long-term solution and that “whatever changes are put in place will require a well thought-out, year-round and robust communication plan,” she says.

There’s also a serious need to improve healthcare literacy, with Buckey noting that many employees still struggle to understand basic concepts such as co-pays, deductibles and HSAs. Consequently, she says it’s no wonder why they often “just shut down and do whatever their doctor tells them.

“So I think anything that advisers and brokers can do to support their employers in explaining these plans, or whatever changes they choose to implement,” she continues, will help raise understanding and eventually have a positive influence on behavior change. This, in turn, will help lower employee healthcare costs.”

See the original article Here.

Source:

Shutan B. (2017 April 5). Are healthcare cost-shifting efforts at a tipping point? [Web blog post]. Retrieved from address https://www.employeebenefitadviser.com/news/are-healthcare-cost-shifting-efforts-at-a-tipping-point