Employers are taking a hard look at soft benefits, particularly work-from-home opportunities.
By Tierney McAfee
Working from home is becoming more than just a perk for many employees and job candidates; it’s slowly becoming a norm in today’s workplace.
Cigna’s CHRO John Murabito leverages a data-rich people strategy to drive proactive business decisions.
By Debbie Bolla
“What we do in HR starts with the needs of the business.”
Organizations are starting to offer packages that support the complex lives of employees.
By Marta Chmielowicz
Today’s employees do not leave their lives at the door—they bring their whole selves to work. And increasingly, they expect their employers to offer a diverse range of benefits that support them physically, emotionally, socially, and financially. From offering extended paid paternity leave to helping employees financially plan for their children’s college educations, organizations are beginning to embrace new and innovative family-friendly benefits.
A robust absence and disability management program can ensure even nontraditional workers remain healthy and productive.
By Melissa Oliver-Janiak
Maintaining the flexibility that today’s workers demand comes with many challenges for employers. In particular for HR, the competitive economy is putting more pressure on organizations to be prepared when nontraditional employees (remote and temporary workers) experience a disability or absence issue. Developing a robust absence and disability management program is a critical and cost-effective way to help organizations address all employees’ health needs.
These best practices can ensure a successful and long-term return from disability leave.
By Kristin Tugman, Ph.D.
Understanding the psychological impact of short- and long-term disability on employees can go a long way toward successfully bringing those workers back on the job. Organizations play a pivotal role in that process. While significant effort has been made to overcome the physical barriers that prevent individuals from returning to work, what is often overlooked is that disability can be as much a psychological event as it is a physical one.
Harnessing the power of data is leading to better decision-making and improved employee satisfaction to boot.
By Debbie Bolla
Global mobility has traditionally been a costly investment for organizations. In fact, according to Urban Bound, it costs more than $97,100 to relocate current employees who are homeowners and nearly $73,000 to relocate new hires who own homes. But in a tight labor market where talent is often a key differentiator, can organizations put a price on having the right person in the right role at the right time? That’s a tough question to answer, but luckily data is easing the cost implications of relocation while delivering additional insight into employee satisfaction, productivity, and retention.
Investing in a holistic well-being benefits strategy is a win-win for employees and employers alike.
By Ruth Hunt
Wellness has become a popular catchphrase. Employers are now truly seeing how well-being is contributing to organizational effectiveness and the bottom line, if only indirectly. While there is some debate about the most effective ways to demonstrate the ROI of traditional wellness, there is clearer evidence that a broader approach to well-being drives value on investment (VOI). Well-being programs also result in other qualitative benefits, such as enhanced perception of the organization as a great place to work, increased employee engagement, reduced distraction, and more.
New research finds organizations are moving to cloud-based platforms for global and compliance capabilities.
By Pete Tiliakos
Payroll transformation has become a priority for many organizations, finds NelsonHall’s annual Next Generation Payroll Services study. Historically, payroll has long been treated as a simple cost center, and frankly, many payroll departments have gotten by with disparate and outdated—albeit reliable—platforms that lack global reporting capabilities and require burdensome manual processes. And in some cases, payroll has been overlooked when it comes to allocating funding to improve the operating model.
By Elliot H. Clark
I live in Philadelphia and I remember the media hullabaloo about the compensation paid to the baseball star Bryce Harper to join the local team. As one grave-faced sportscaster put it, “Well, there is a market value to talent—this franchise just got the bill.” I decided two things right at that moment: First was to never take market economics lessons from a guy who reads game scores for a living, and second was to see if the research team at HRO Today could figure out what drives the salaries for top executives in human resources. You will find the summary report in our upcoming second annual CHRO Today special edition (published with October), but I thought I would give you a few highlights.
We pulled the publicly available data on the Fortune 500 and found the CHRO compensation data on 88 senior-level HR executives from those companies. With a sample size of nearly 18 percent, we felt we had enough data to do a very valid market analysis. We split the market into the Fortune 50, the Fortune 100, Fortune 200, and Fortune 500 bands. We also looked at correlations to salary, total cash compensation, and total non-cash compensation (stock options and grants).
By Debbie Bolla
Pay transparency has been making headlines in recent months—and is a good reason our Editor-at-Large Michael Switow reports on the progress of gender inclusion in organisations across the APAC region in Increasing Equality.
Pay transparency was also named one of 2019’s top four trends by this year’s LinkedIn Global Talent Trends survey. In fact, the survey found that 53 per cent of talent professionals rate it as very important trend to the future of HR and recruiting. Breaking down the feedback from more than 5,000 professionals in 35 countries further, the survey shows the importance of pay transparency by geography:
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