Employers are pivotal players in today’s healthcare system, but their role has remained remarkably passive. Yes, organizations absorb much of the cost of coverage, ensure that they are in compliance with the complicated requirements of the Affordable Care Act, and provide many of the tools their employees need as insurance consumers. However, a transformation is long overdue.
Regardless of the fate of the ACA under a new Republican administration, nearly two-thirds of all insured coverage in the U.S. is provided by employers, who collectively spend nearly $1 trillion annually on health benefits for their work forces. Benefit cost increases outpace overall inflation, and 14.2 percent of payroll is allocated to healthcare benefits, according to Mercer’s National Survey of Employer Sponsored Health Plans.
Healthcare is at the center of impending change. New tech-based entrants are adding more pressure to health plans, which are also facing consolidation pressures.
Merck KGaA, Darmstadt, Germany’s streamlined approach to global recruiting positions them for success.
By Debbie Bolla
By its nature, Merck KGaA, Darmstadt, Germany is a complex business. With 50,000 employees in nearly 70 countries, the leading science and technology company executes business in not one, but three sectors: healthcare, life science, and performance materials. In the United States and Canada, they are operating as EMD Serono in healthcare, MilliporeSigma in life science and EMD in performance materials.
With such a high level of complexity, there is no understating the value of consistent processes. Just ask Severin Faust. The head of HR services and recruiting is tasked with overseeing the company’s nearly 7,000 annual permanent hires across its global footprint. When he took over the recruiting organization in 2014, streamlining the hiring process was at the top of his priority list.
“I came with a very particular mission and mandate from my organization to ﬁnd a way to make recruiting much more reliable, measurable, more visible to customers, and to identify the cost drivers,” he says.
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HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required five responses from a location in Europe, Middle East or Africa, or Asia Pacific.
In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The rankings are based on those scores. The numbers presented in the tables represent those calculated scores; we include them to demonstrate the relative differences among the ranked service providers.
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