Strategic Benefits: Employers have to keep constant watch to make sure staff ...
, Published at the end of July, emphasises why employers must not underestimate the importance of benefits, as people's standards of living are hit. It reports 54% of workers want to change jobs to increase their salary and benefits, whereas, last year, 61% cited job satisfaction as most important to them.Organisations can struggle to plug the gap between what benefits they perceive their staff want and what employees actually value.
Insurer Canada Life's own research earlier this year found almost two-thirds of people now take into account the benefits on offer when considering a new job.
He said the two main benefits offered by employers and those assessed by staff are the same: a good pension and vacation of more than 28 days. But while employers are benefits such as free eye tests, who died in service payments, discounts on purchases, financial incentives, maternity coverage and subsidized canteen in their first eight, workers would have preferred protection income and severance pay, life insurance, critical illness cover, health insurance and additional maternity leave.
Of course, Canada Life sells insurance, but its findings echo the research of the ICPD. Many employers, it seems, are not adjusting their benefits package to reflect workers' lack of confidence in the economy and their employer, or their worries about job security and their health.
Health care cash plan provider Sovereign Health Care says employers should offer 'pre-emptive' perks that benefit them and their workers, such as chiropody appointments for staff who are on their feet a lot and telephone helplines to tackle workplace stress.
Ann Brown, vice president UK HR at business consultancy Capgemini UK, says pensions, holidays and healthcare will always chart well on staff surveys, but it is the feedback on what other benefits staff really value which can be significant.
Capgemini is questioning its workers at the moment and a survey of 1,300 Gen Y employees revealed many people do not regard only being able to make benefits choices once a year very 'flexible' at all. "Companies need a programme of voluntary perks, such as shopping discounts or gym membership, which can be added at any time and run alongside a flexible scheme," says Brown.
Multinational Employee Health Insurance - News
"We launched Incahoot as a consumer site, but realised the employee benefit potential, as staff value any help with life essentials such as food and fuel," says Incahoot's CEO, John Evans. Bob Ferneyhough, HRD at home and beauty care multinational,
Multinationals such as Pfizer, Novartis and GlaxoSmithKline are investing billions of dollars in “cradle-to-grave” global R&D centres far outside their traditional comfort zones. Staff recruitment in emerging markets is following a similar trajectory
The campaign - which is being run in partnership with the Mater Private and Aviva Health Insurance - is called 'The power of pink' and is part of HP Ireland's global wellness initiative. ''The health and wellbeing of our employees is paramount and this
As bird flu spreads into new areas, it should start getting the attention of HR leaders at multinational companies. They should urge employees in affected areas to use common sense: Steer clear of outdoor markets and make sure to eat in reputable
Van Leeuwen admitted that he and Ayer intended to insure the members of the FEPL Program and the HBRPG with insurance carriers, known as “Cells,” established through a multinational insurance carrier, Hannover Rueckverisherung AG (“Hannover Re”).
Human Resource Executive Online - Embracing Diversity
When the topic is multinational health and wellness initiatives, there could be no better place to put fingers to keyboard than Hawaii -- where I come for business every year.
Hawaiians embrace a diverse cultural mix, which includes the original Polynesians, who sailed here about 1,500 years ago, as well as Tahitians, English, Americans, Japanese, Chinese, Filipinos and Portuguese.
My friend, Malcolm Leong , tells me the Hawaiian Creole language -- Pidgin -- originated as a form of communication between English-speaking residents and non-English-speaking immigrants.
But most multinational companies are not like Hawaiians and they are sometimes challenged with balancing multiple cultures -- never mind employees located in sites around the world -- particularly when it comes to HR policies and employee benefits.
When I was asked to write a column on international health strategies, I turned to a group of friends who first introduced me to the topic's intricacies: Howard Gough , Peter Mills and Clive Pinder . When our paths first crossed, these three U.K.-based colleagues comprised the leadership of vielife -- a global health and well-being company that they, ultimately, sold to CIGNA.
I also consulted with Nicole Serfontein , a Washington-based senior international consultant at Towers Watson. Serfontein has South African roots and also has worked in Europe. She was involved in the recent release of a Towers Watson employer survey on multinational health and wellness.
As I thought through the information provided by these global wellness-and-productivity experts, a framework emerged for how multinational employers should consider worldwide employee-health benefits.
The first, and most practical step, is to have a global workplace-health strategy in place. The Towers Watson survey found that only 32 percent of international employers have a health-and-wellness policy, although nearly half intend to implement one within the next two years.
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