Tim Easterwood and Richard Egleston explore how employers can cost-effectively differentiate themselves by filling benefit gaps with a variety of newer, innovative voluntary options that appeal to unique populations with distinct preferences.
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Agnes Nines and James Albright discuss paid-leave trends and important areas of focus when evaluating and updating parental leave policies to appeal to younger workers. They also identify an opportunity for forward-thinking employers to minimize productivity loss by supporting employees across the career spectrum as they try to solve the work-life equation.
Ali Payne, Rebecca Kruske and Kathleen Schulz make a case for the performance value of connecting the dots between employee wellbeing and an employer’s engagement strategies, total rewards and workplace culture. This process brings the opportunity to promote positive behaviors that enhance both personal and organizational health, engagement and productivity.
Dean Clune share insights on two main areas of opportunity for effectively tackling financial wellbeing issues – meeting employees at their life stage with specific, targeted wellbeing tactics, and ensuring those tactics address spending as well as saving habits.
Barbra Byington and Phil Fabrizio compare the advisory consultant and discretionary (outsourced chief investment officer or OCIO) models for managing plan risk, explain the differences between consultative advisory and OCIO roles, and evaluate the increasingly popular OCIO option.
Bill Ziebell and Mike Pesch discuss how to effectively manage overall risk for long-term sustainability by assessing the significance of specific risks that include human capital as well as property and casualty concerns. They also explore the use of risk surveys to create risk maps that provide a quick-reference guide for insights into the state of an organization’s risk management program, individually, or from an industry perspective.
James Rice and John Ergastolo discuss the importance of identifying and managing risk at the intersection of work performed by the boardroom and the C-suite, and recommend five strategies for mitigating organizational risk. They also outline an approach to determining the insurance coverage that’s needed once the risks have been reduced.
This Weekly Market Update reviews the top 3 market headlines: Brexit begins, consumer spending boosts growth and U.S. deficit approaches dangerous level.
Not a day goes by that we don’t come across some form of hazard at work, at home and during our day-to-day activities. Some hazards require a trained eye to identify, but more often than not we simply don’t notice them—even if they’re obvious.
In this CompDoctor article, Jim Fox and Bruce Lawson answer the following question about how to prepare as a organization for an expected new law regarding pay equity: Given recent activity at the federal level, our state legislature is considering passing a law requiring gender pay equity. While this is not a new issue, it is likely to pass this year. We are trying to understand what that would mean and what we will need to do internally in the event that the pay equity bill passes. Can you help us determine what we need to do now so that we are prepared?