How to design a package that retains your “A players.”
To attract, motivate and retain top quality employees, employers are retooling their benefits to meet the needs of a changing workforce. “It used to be that health insurance and a retirement savings plan were all a company needed,” said Lauren Winans, chief executive officer and principal consultant at Next Level Benefits. “But today’s younger employees want benefits that help them achieve work-life balance and prepare for the future.”
What’s driving the change? Two important forces are the ubiquity of two-income families and the need for intergenerational care. These have led to an increase in the prevalence of child care subsidies, caregiver support and flexible time off. “The biggest trend I have seen recently is toward offering paid parental leave,” said Mark Stratton Berry, senior human resource specialist at Insperity.
Mental health coverage is also on the upswing, as younger people express a heightened sensitivity to the importance of psychological well-being. Employers, for their part, are starting to realize that stressed workers find it difficult to be fully engaged and are likely to have high absenteeism records. (For a comprehensive list of trending benefits, see the sidebar “The New World of Employee Benefits.”)
Offering just the right benefits mix can enhance performance throughout the workplace, raising profitability. “Providing benefits helps keep your employees well, physically and mentally,” said Julie Stich, vice president of content at the International Foundation of Employee Benefit Plans. “And that means they will be more productive.”
Turnover, too, can be reduced when people are happy with their employer’s perks. “Managers need to understand the importance of benefits when it comes to employee retention,” Stich said. “Replacing a top performer who leaves for greener pastures can take a real hit to the bottom line. The many costs begin with the need to post the job, and then proceed on with interviewing, onboarding and training. And while the worker’s position remains vacant, other team members have to step in and do the necessary work, resulting in lower productivity.”
Treading Carefully
Good intentions are one thing. Selecting the right providers is another. That’s particularly the case with mental health coverage. “Many employers believe they are offering psychological support benefits through their insurance carriers,” Winans said. “But the fact is that there are often insufficient counselors, therapists, psychologists and psychiatrists to help all of the people in need.”
Today’s employee assistance plans often include mental health services, typically providing lists of nearby doctors, therapists and psychologists, but leaving the employees to track down appropriate providers. That task can be nerve-wracking in itself, adding to employee stress. And the scarcity of available professionals means obtaining help can take a long time. In response, noted Winans, many companies are using new technologies in the form of free counseling apps and memberships in private services that provide help with meditation or with connecting to counselors at convenient times.
Employers may also sign up third-party intermediaries to proactively match employees with appropriate providers, saving considerable time and energy. These services often work with whatever insurance company the employee has and will even find free or low-cost services for people with no insurance. They may also follow up to ensure that employees connect with therapists who are helpful and appropriate.
Unique Needs
Every workforce is different. What employees want at one company may differ from what they want at another. “The benefits environment is not one-size-fits-all,” said Suzanne Haslam, senior vice president at Woodruff Sawyer. “Employers should inventory their demographics and customize their benefits plans appropriately.”
Haslam gives some examples:
• Younger individuals. Consider family-forming coverage such as support for fertility, adoption and surrogacy. Once these individuals have families, expand services to include lactation consulting, return to work support and child care services.
• College graduates. Potential benefits include debt consolidation services and financial wellness and home-buying support.’
• Middle-aged people. Do they need assistance in planning for their child’s education? Is someone in a sandwich generation caring for both kids and parents? Would elder care services be appropriate?
• Older adults. Women may be looking for menopause support services. Individuals approaching retirement may appreciate financial wellness and Medicare planning support services.
While demographics can affect the makeup of a benefits package, employers must also satisfy some baseline requirements. “Comprehensive and affordable health insurance coverage, retirement saving plans and paid time off are considered basic requirements,” said Alicia Scott-Wears, director of total rewards content strategy at consulting firm WorldatWork.
Taking Surveys
The variety of possible benefits is extensive, and assembling the right package can incur serious costs. Employers can get the most bang for their buck by carefully selecting benefits that pull their weight. And that means going to end users for input.
Surveys, conducted every year or two, can help. Employees should be approached with a statement such as: “Are the company’s offerings meeting your needs? If not, we want to hear about it so we can make our benefits program more meaningful. That will make it worth your while to work here and also make it worth our while from a dollars and cents perspective. As an employer, we don’t want to spend money on benefits you’re not going to use.”
Once survey results are in, take action. “Be sure to acknowledge employee input,” Berry said. “Let people know the survey findings in terms of what the company needs and what steps you will take as a result. Be transparent. Employees need to feel that they have a voice, that they have been heard and acknowledged.”
While surveys are the most effective channel to ferret out employee needs, companies can also solicit feedback from small work groups that discuss benefits. Some sleuthing can also fill in the gaps. “It’s important to find out what your competitors are offering,” Berry said. “That ties into recruiting and retention, as you want to make sure you’ve got what it takes to keep your best people from jumping ship.”
Finally, employers can fine-tune company offerings by monitoring utilization. Providers can report on which benefits are being accessed and how often. “You might think that one benefit is the best one ever and then discover that maybe only 10% of your employees signed up for it,” Stich said. “You might conclude there’s a more effective way to spend your money.”
Keeping It Real
Designing an ideal benefits package is one thing. Funding it is another. Health coverage is expensive, and the dollars required to support physical wellness can hamper ambitions to extend coverage elsewhere. “It’s hard to balance the need for benefits against limited resources,” Winans said. “The cost of health care goes up every year and tends to eat up the rest of the benefits budget. That makes it harder to offer a competitive retirement plan contribution rate, or a supplemental mental health program, or even give people more time off.”
When there are budget limitations, Haslam suggests employers look at programs already in place for underutilized perks. “For example, many medical carriers offer expended mental health solutions or programs for target conditions such as weight loss or diabetes,” she said. “And make sure that employees understand everything offered in your current programs. Engage in communication all year long, not just at renewal time. And use different methods of communication. These can include written notices, videos and audios. Everyone learns differently.”
One possible tool for reducing the benefits bill: so-called “voluntary benefits.” In these arrangements, employees can select from a menu of benefits that their employer does not normally offer. While the employee pays 100% of the bill, the premiums are reduced because the employer has arranged for a group policy. Among the benefits commonly found in the voluntary mix are insurance for life, supplemental disability, and auto and home. “Voluntary benefits allow employees to pick and choose what’s important to them,” Stich said. “The person who may not care about accidental death and dismemberment insurance, for example, may want pet insurance.”
While voluntary benefits can play a role in the employer mix, benefits are still expensive and not likely to get any cheaper. Many times, Winans said, the best the employer can do is identify the most egregious gaps, track down the most impactful programs and budget for the greatest payback. “Designing an effective benefits package is like playing a game of chess,” she said. “Employers need to think strategically about how to invest dollars in the right vehicles.”
Phillip M. Perry is an award-winning freelance writer based in New York City.
