On Dec. 20, 2017, a United States district judge for the District of Columbia ordered that portions of the EEOC’s 2016 regulations under the Americans with Disabilities Act and the regulations under the Genetic Information Nondiscrimination Act be vacated effective Jan. 1, 2019.
Learn the main characteristics of HRAs, HSAs, and Health FSAs to help you decide which option is the best for your organization.
A video highlight reel from Paradigm Group’s fourth annual Workplace Wellbeing Conference. During this year’s conference, we focused on the importance of employee engagement as a part of a well-rounded wellbeing program.
With record low unemployment and competitive labor market in Middle Tennessee, it’s safe to say it’s an employees’ market. Now more than ever, we as employers must think critically about what we are doing to keep our best employees engaged and committed to our organization.
Because of the nature of employee benefits management, open enrollment (OE) communication generally focuses on benefits changes and instructions for completing enrollment, that is, the tactical versus the strategic. Often development of OE communication follows what can be a protracted renewal process and must be accomplished in a compressed timeframe during the busiest time of the year for many employers. Breaking free from this cycle to move toward a strategic approach to benefits communications takes time and needs to be considered well before the intensity of OE is underway.
We’re all familiar with the adage “fake it ’til you make it,” right? Sometimes we want to pull our hair out or hide behind a closed office door when change is happening – especially change that we don’t necessarily agree with. As a valued team member, modeling what easy adaptation to change looks like (even if we don’t particularly feel that way at the moment) can help us ease into a new perspective on the change. As a manager or leader, modeling positive behaviors for team members may help them cope more effectively with whatever the new “thing” is that’s potentially causing the disruption.
According to AARP’s public policy institute, they are among an estimated 23.9 million employed caregivers. Of these, 28 percent help their relative or friend with three or more activities of daily living, and more than half perform complex medical/nursing tasks. Increasingly, employed caregivers are millennials – men and women age 34 and younger. As devastating financially, professionally and/or emotionally as these impacts are for caregiving employees, the cost is similarly high for employers in terms of attendance or presenteeism, supervisory time, reduced productivity, or the loss of experienced employees and the cost of replacing them.
Certain approaches to leadership were great for certain times, certain organizations and certain people. But those times, organizations and people are changing. Consider the following five tips that can help refresh your approach to sharing your vision, evaluating performance, developing talent and maintaining a collaborative work environment of continuous improvement.
America’s labor force is aging. The federal Bureau of Labor Statistics says that by 2024 – just seven years from now – nearly 25 percent of the civilian labor force will be 55 or older. There are many reasons this cohort will continue working after reaching age 65.
There’s one word that best sums up an effective employee self-evaluation process: engagement. The difference between making the process a meaningful opportunity versus just another item on an employee’s to-do list comes from addressing the employee’s questions, “why does my input matter?”, “how does it fit in the process?”, “what’s in this for me?” The following are my additional suggestions for building engagement through the self-evaluation process.