First it was Arrested Development. Then it was Beavis and Butthead, followed by layaway and (presumably) pantyhose. Now, the latest comeback story of the season involves middle management.

Middle management positions were a significant casualty of recession-era layoffs, but new research from CareerBuilder’s various industry sites indicate that many employers saw counterproductive consequences and are now rehiring for those positions.

Employers surveyed in the retail, IT and healthcare industries indicated plans to bring back previously eliminated middle management jobs for the purpose of bringing structural gaps and addressing market demands. When assessing the impact of downsizing middle management, employers who made cuts in these industries cited both positive effects (cost-savings and more efficient operations) as well as negative ones (structural and emotional drawbacks).

Don’t know what you got till it’s gone?
According to industry experts, part of the reason for the resurgence in middle management jobs is that employers are now realizing just how essential middle management is to the organization.

“Middle management often gets a bad rap for adding bureaucratic layers to an organization, but these roles can be essential in maintaining team cohesion, retaining core talent and providing direction to workers,” says Bill Meidell, product director of WorkInRetail.com

Jamie Carney, product director of Sologig.com, agrees. “When a department lacks leadership or direction, it is easier to see the value of middle management,” Carney says. “The data suggests that middle management plays an important role in making an employee’s work experience meaningful and productive.”

“Middle management is essential to providing balance and direction within complex organizations,” adds Rob Morris, product director of MiracleWorkers.com. “They play important roles from onboarding new employees and tracking progress to building positive morale and maintaining chains of communication – all things that are difficult to do without.”

Check out details for each industry survey below…

Retail
According to a WorkinRetail.com survey of 240 retail employers, of the 30 percent of retail employers who’ve eliminated middle management positions since the beginning of the recession, 32 percent plan to bring back these jobs.

While 73 percent of retail employers reported that cuts netted beneficial results, 77 percent indicated the following drawbacks:

• Lower morale (39 percent)
• Lower productivity (32 percent)
• Workers less motivated (30 percent
• Less communication given regarding company news (27 percent)
• Training is less effective (25 percent)
• Workers are less organized (24 percent)

Information Technology
A Sologig.com survey of 195 IT employers found that nearly half (45 percent) of the 27 percent of IT employers who’ve eliminated middle management positions since the beginning of the recession plan to bring back those jobs back.

While 73 percent reported that cuts netted beneficial results such as cost-savings and more efficient operations, 76 percent listed the following negative results:

• Lower morale (39 percent)
• Less succession planning (28 percent)
• Higher turnover (26 percent)
• Workers are less organized (24 percent)
• Less communication given regarding company news (24 percent)
• Less recognition for workers (23 percent)

Healthcare
Nearly a quarter (24 percent) of healthcare employers has eliminated middle management positions since the beginning of the recession, according to a MiracleWorkers.com survey of 282 healthcare employers. Of these employers, 44 percent plan to bring those jobs back.

While 81 percent reported that cuts netted beneficial results such as cost-savings and more efficient operations, 74 percent stated there were several structural and emotional drawbacks:

• Lower morale (47 percent)
• Workers less motivated (27 percent)
• Training is less effective (26 percent)
• Less communication given regarding company news (25 percent)
• Less succession planning (23 percent)
• Less recognition for workers (22 percent)

Is your organization bringing back previously-eliminated positions?

Last week, CareerBuilder released the results of a recent nationwide survey, which found that 34 percent of hiring managers are placing greater emphasis on emotional intelligence when it comes to hiring and promoting employees post-recession.

The survey also revealed that 71 percent of hiring managers value emotional intelligence in an employee more than IQ; 59 percent would not hire someone with low emotional intelligence; and, for a remarkable 75 percent of hiring managers, emotional intelligence trumps IQ when it comes to deciding on employee promotions.

But how do those numbers compare when broken down by certain industries? Let’s take a look:

Government

• 34 percent of government employers said they are placing a greater emphasis on high EI for hiring and promotion decisions post-recession
• 70 percent value emotional intelligence in employees more than IQ
• 62 percent would not hire someone who has a high IQ but low EI
• 77 percent said they’re more likely to promote the high EI worker

Government employers also said they value emotional intelligence because employees who display this quality tend to resolve conflict effectively and are more likely to stay calm under pressure. In response to the findings, Chuck Loeher, area vice president for CareerBuilder, said:

“Government jobs aren’t just about producing information and ideas – there’s a lot of moving and organizing people, as well. A deep knowledge base is important no matter your position, but dynamic interpersonal skills are needed to successfully motivate groups made up of diverse personalities, ideologies and work ethics. All workers, at all levels of government, can benefit from deeper insights into their own emotional intelligence.”

Information Technology (IT)

• 37 percent of IT employers said they are placing a greater emphasis on high emotional intelligence for hiring and promotion decisions post-recession
• 52 percent value emotional intelligence in their employees more than IQ
• 55 percent would not hire someone who has a high IQ but low EI
• 61 percent said they’re more likely to promote the high EI worker

When asked why emotional intelligence is more important than high IQ, IT employers said they believe employees with high emotional intelligence know how to resolve conflict effectively and tend to make more thoughtful business decisions. Jamie Carney, senior product director of Sologig.com, had this to say about the findings:

“The data helps unravel the myth that the best IT professionals are smart people locked to their computer screens. Technical competency is a must, but when it’s down to you and another candidate for a promotion or new job, it’s dynamic interpersonal skills that will set you apart. Emotional intelligence is a sign of leadership and the ability to be a team player – that’s the type of worker most IT managers want.”

Retail

• 34 percent of retail employers said they are placing a higher emphasis on emotional intelligence for hiring and promotion decisions post-recession
• 79 percent value high emotional intelligence over high IQ
• 55 percent would not hire someone who has a high IQ but low EI
• 79 percent said they’re more likely to promote the high EI worker

For retail employers, high emotional intelligence is valuable in employees because it indicates they know how to appeal to customers and can stay calm under pressure. According to Bill Meidell, product director at WorkinRetail.com:

“The nature of retail work demands employees who can sense what their clients and customers need the moment they walk through the doors. A high IQ is important in any profession, but retail is a social space that demands dynamic interpersonal skills. Workers with high emotional intelligence are the key to customer loyalty.”

Health care

• 37 percent said they are placing a higher emphasis on emotional intelligence for hiring and promotion decisions post-recession
• 81 percent said they value high emotional intelligence over high IQ,
• 72 percent of health care employers would not hire someone who has a high IQ but low EI.
• 87 percent said they’re more likely to promote the high EI worker.

The ability to stay calm under pressure and resolve conflict effectively topped the list of reasons health care employers place such high emphasis on emotional intelligence in their employees. Looking at these results, Rob Morris, product director at MiracleWorkers.com, said:

“High Emotional Intelligence is important in the health care field because understanding a patient’s emotional needs is sometimes just as important as treating their medical condition. Moreover, stress can take its toll on health care workers. Emotional Intelligence is a sign that professionals will be able to ease the pressure by empathizing with both their patients and colleagues.”

How important is emotional intelligence in your industry?

There’s good news (Justin Timberlake may save MySpace!), disappointing news (we’ll probably never get Friendster back), and news that makes us want to hug a stranger on the street: Despite ongoing concerns over threats to economic growth, CareerBuilder’s 2011 Mid-Year Job Forecast shows that employers remain positive in their hiring expectations for the remainder of the year. (It’s OK, you can hug that stranger on the street; we won’t judge.)

Just how positive are employers about the future of hiring, you ask?

Well, nearly half of employers (47 percent) plan to hire new employees from July through December of this year, up from 41 percent in 2010, according to the survey conducted by Harris Interactive© of more than 2,600 hiring managers and human resource professionals. (See the infographic here.)

Things are looking pretty good in other areas, too: The percentage of companies hiring is also higher than last year in some instances:

• Companies hiring full-time, permanent employees –  35 percent this year, up from 28 percent in 2010
• Companies hiring part-time employees – 15 percent this year, the same as 2010
• Companies hiring contract or temporary employees – 12 percent this year, up from 9 percent in 2010

Which jobs are hottest for hiring?

The top three job areas in which businesses plan to hire first are those that involve being on the front lines with customers, and those that drive innovation. Customer service still claims the No. 1 spot for recruitment, with information technology slightly edging out sales this year for the No. 2 ranking on the list:

1. Customer Service  |  23 percent
2. Information Technology  |  21 percent
3. Sales  |  20 percent
4. Administrative  |  15 percent
5. Business Development  |  11 percent
6. Accounting/Finance  |  10 percent
7. Marketing  |  9 percent

As CareerBuilder CEO Matt Ferguson stressed, the U.S. is seeing job creation across the board, and though some factors may prevent a huge acceleration in hires, hiring activity doesn’t appear to be ending any time soon:

“Last year, certain sectors or departments in companies were producing jobs.  This year, the U.S. is seeing job creation in all industries, functions and company sizes,” said Ferguson.  “Our survey, listings on CareerBuilder.com, and conversations we have with employers on a daily basis all indicate that hiring activity will sustain and improve in the months to come with a diverse mix of jobs.  While higher energy prices, debt, inflation and other factors may deter a significant acceleration in hiring, employers have encouraging news for the millions of Americans who are looking for jobs.”

Hiring by region: Where are employers hiring the most employees?

There’s more news to make us look forward to the year progressing: All regions are trending above 2010 in hiring prospects for the second half of 2011, with the South leading the way in optimism:

• South: 38 percent are planning to hire full-time, permanent employees, up from 27 percent last year
• West: 35 percent, up from 28 percent last year
• Northeast: 34 percent, up from 29 percent last year
• Midwest: 32 percent, up from 28 percent last year

Two trends to watch for in the second half of 2011:

1. Employee Turnover:
   • The competition for specialized talent is expected to intensify as employers recruit and try to retain top performers for hard-to-fill, in-high-demand positions in areas like health care and technology.
   • More than one-third (35 percent) of employers are concerned that key talent will leave their organizations as the economy improves, a trend that has become increasingly evident over the last six months.
   • Eighteen percent of employers reported top workers left their organization in the second quarter, up from 14 percent in the first quarter. This shouldn’t come as a surprise, as CareerBuilder’s 2010 forecast revealed that 25 percent of all workers planned to leave their organizations within a year.
2. Shortage of Skilled Workers:
   • Fifty percent of employers reported there is a shortage of skills within their organization, up from 48 percent last year.
   • The biggest shortages were reported in the areas of Information Technology, Customer Service and Communications.
   • More than one-third (36 percent) of human resource managers reported they have positions for which they can’t find qualified candidates, up from 32 percent last year.

What happened in Q2 2011?
This past quarter, 29 percent of employers added full-time, permanent headcount, up from 24 percent last year. Eleven percent decreased headcount (same as Q2 2010), while 59 percent made no change in staff levels (compared to 64 percent in Q2 2010) and 1 percent were unsure.

What will happen in Q3 2011?

• For eight consecutive quarters, actual hiring exceeded what was originally anticipated, indicating that employers tend to be more conservative in their hiring projections than in their hiring behavior. Looking forward, 26 percent of employers plan to add full-time, permanent employees in the third quarter (only 21 percent planned to do so in Q3 2010), but if trends persist, the actual hiring number may come in higher at quarter end.
• Eight percent expect to downsize staffs.  Sixty-one percent anticipate no change, while 5 percent are undecided.

To get in-depth survey results and further predictions for the second half of 2011, download the full forecast, or for a quick snapshot, check out our handy-dandy infographic.

As we just discussed here on The Hiring Site, the hiring outlook for this past month was the strongest it’s been in three years — which is great news. But, while in some industries employers also have plenty of candidates to choose from, in the health care field, the demand for services is rising so quickly that there aren’t enough health care workers to fulfill the growing demand. And this year alone, the first wave of more than 70 million baby boomers will turn 65 and 30 million more Americans will be will be insured, adding to the need for jobs like nurse practitioners. So, how are companies dealing with this challenge? A newly released CareerBuilder study of more than 1,000 health care workers gives us some insight into the job challenges these workers are facing, and includes advice to help organizations continue to retain top talent. You can also download the survey report in its entirety.

What did health care workers tell us?

1. A lack of career advancement opportunities is the top challenge health care workers face in their current positions.

What’s most challenging for health care workers — a) the sometimes-stressful environment? b) The lack of time for lunch breaks? c) The scrubs they must wear? No — it’s d) none of the above. In reality, more than half (51 percent) of health care workers cited a lack of advancement opportunities as the top challenge they faced in their current job. As patients are workers’ first priority, and as work overload was second in line as far as challenges cited, with 40 percent saying it was their biggest challenge, workers need management to help them make career advancement a priority as well. With so many balls for health care workers to juggle,  it’s important for health care organizations to provide career advancement programs and opportunities, to make those opportunities known, and to support workers’ efforts to take advantage of them by making it easier for them to do so.

3.    Tenure rates for nurses are low across various health care organizations.

Analysis of CareerBuilder databases revealed that registered nurses have a median tenure of 1.4 years. This is much lower than the 4.4 years that wage and salary workers had had with their current employer (according to a 2010 U.S. Bureau of Labor Statistics study). Offices of physicians see the lowest nurse turnover, with a median job tenure of 1.57 years, while nursing care facilities have the highest ,at .97 years tenure. Falling in the middle were kidney dialysis centers (1.23) and home health care services (1.17). Operators of certain health care facilities may have a harder time retaining employees because of the difficult nature of the work.

3. Nurses are more concerned with doing their job well in a good environment than with the amount of money they make.

Nurses are the segment of the workforce hardest to recruit and retain — and with a median 1.4-year tenure, what factors are nurses struggling with, that, if resolved, might make a difference in workplace satisfaction? When nurses were asked about their biggest workplace challenge, salary was not at the top of the heap — they put salary as fifth (35 percent) on their list of biggest workplace challenges. Topping their list, though, was a shortage of needed staff (49 percent) and, as many health care workers across the board stated, a lack of advancement opportunities (49 percent). It’s not a surprise, then, to hear about nurses going on strike just last month over staff shortages.

4.    A wide disconnect exists between benefits offered by employers and what employees say their organizations provide.

In the CareerBuilder survey, health care professionals were asked if their current or most recent employer offered a number of different programs to their health care employees. Of the 10 programs listed, in-house skills training was the only program said to be offered by more than 50 percent of the survey-takers. Below are the full results:

• In-house skills training (57 percent)
• Education reimbursement (43 percent)
• Technology training (43 percent)
• Flexible work schedules (42 percent)
• Cross-training (40 percent)
• Opportunity to mentor others (37 percent)
• Autonomy in position (33 percent)
• Opportunity for innovation (24 percent)
• Performance-based incentives (22 percent)
• Sign-on bonus (8 percent)

In addition to the somewhat alarming statistic that nine of the 10 factors were said to be offered by fewer than half of the respondents’ workplaces, there also appears to be a disconnect between what employers are offering and what employees believe they offer. For instance, more than half (57 percent) of health care employees said that in-house skill trainings were offered by their employer; however, an even higher number of employers (68 percent) indicate that they provided this type of perk — meaning a lot of employees left in the dark about the trainings their employer provides. This disconnect illustrates that while health care organizations may be offering valuable perks, these programs are not always being messaged effectively to employees.

5.    Patient to staff ratio is strained, leaving workers spread thin with little time for career development.

We’ve heard before about health care workers’ desire to be heard — and survey data supports that idea. However, because workers are so tied down in managing their daily duties, there’s often little to no time left to focus on professional development. Nearly six in ten (57 percent) of health care workers said that the health care professional-per-patient ratio is getting worse, allowing less time for professional development and career advancement and requiring more time on day-to-day duties.

How can employers better support their employees?

It’s clear that money is not the only thing on health care workers’ minds — just like workers in many other professions, they seek opportunities for advancement in their careers, professional recognition, and benefits. They also need both the support of management and a robust enough staff to make this more easily attainable.

Although salary and benefits are important, lower-cost factors such as mentoring, career-path planning, training and support also greatly influence health care employees to apply to and stay at a job. With health care organizations battling for top talent and facing high demand for positions, it’s important for employers to take the temperature of their staff to best meet their needs, as well as keep a finger on the pulse of job seekers.

There’s no overnight solution, but it’s important to develop and nurture an environment where your employees can thrive. Talk to your employees about their biggest needs and challenges, and create a plan to help them more effectively meet these challenges. Find ways to communicate to your employees about the career advancement, training  and benefits programs your organization offers, and find ways to make it easier for them to participate. And if your organization doesn’t offer these initiatives, keep in mind you’re likely missing out on a lot of talent willing to sign on with organizations that are. Giving your employees ways to continue to learn and advance in their careers will give you a distinct advantage over your competition, and your employees will have another reason to grow with your organization, rather than look for the nearest exit.

What do you see as a solution toward fixing the turnover issues that ail so many health care organizations?

We may never have the technology that enables us to truly read job seekers’ minds (if only Steve Jobs would channel some of his energy into recruitment and human resources, right?), but darn it if we don’t keep trying…The latest attempt comes courtesy of job aggregator SimplyHired, which recently released a survey profiling today’s job seeker – where they go to look for jobs, what they look for in employers, and what they’re willing to negotiate. 

As expected, the findings are consistent with previous CareerBuilder studies (like this one here) and so, by that same token, include some interesting and useful takeaways for employers.  I’ve included my top 10 below…

Top 10 Takeaways of the Latest Job Seeker Report

1. The “beggars can’t be choosers” attitude has to go: Despite the perception that it’s a buyers market for employers right now, but there are still some things job seekers aren’t willing to settle on: nearly half of job seekers (46 percent) are unwilling to settle when it comes to healthcare, and 24 percent said the same of salary. Other all-or-nothing items included commute, 401(k)/retirement options, and vacation time.
2. The Internet rules when it comes to searching for jobs: A remarkable 86 percent of job seekers search for jobs online, with job boards leading the way as the main go-to source for job listings, followed closely by company career sites. Networking, staffing agencies and recruiters rounded out the top five. Interestingly enough, however, when it came to finding a job, job boards came second to networking, a finding that is consistent with other surveys that indicate that employee referrals are among the most effective recruitment resources.
3. Don’t put all your eggs in the social media basket: For all of its hype (albeit well-deserved hype), social media still isn’t on the radar for over a third of job seekers (36 percent). So while it’s certainly advantageous for employers to utilize sites like LinkedIn, Facebook and Twitter (the top three social networking sites job seekers look for jobs), social media should only serve as part of their overall recruitment mix.  Otherwise, as these results indicate, using social media alone prevents companies from reaching a significant portion of potential candidates. 
4. Job seekers want love more than they want money. Want good employees? You better have a good offer on the table – and that doesn’t just mean salary.  An astounding 83 percent of job seekers would rather have a job they love than a job that pays well, according to the survey. When asked what would make a job a job they “love,” 37 percent of job seekers said the work itself.  The people came in as the second most popular workplace motivator, with pay coming in third. The lesson? Sell the job, sell the opportunity, and sell your culture first. Then talk pay.
5. Green looks good on you. Over half of job seekers (52 percent) stated that they prefer to work for green companies. And if ‘green company’ gives you visions of solar-powered computers and cubicles fashioned out of moss, it’s actually much simpler than you think: Recycling is the most popular eco-friendly initiatives employees look for in potential employers. Reducing energy use and using less paper tied for the second spot, followed by purchasing green products and carpooling/rideshare options.
6. Choosy moms choose flextime: Of the working mothers who participated in the survey, 43 percent named flextime schedules as the most important working mother program, making it the most desired benefit for working mothers. Child care services and telecommuting tied as the second most preferred benefit, followed by parental leave (for things like child sick days), compressed workweeks and job-sharing.
7. Opportunity knocks out the competition for new grads: For 40 percent of new graduates, the most important thing to them in their first job is opportunities to learn and develop their career. Salary and benefits is most important for 25 percent of new grads, and work/life balance is tops for 17 percent.  Rounding out the top seven ‘must-haves’ were finding a great mentor, testing possible career paths, challenging work, and growing a professional network.
8. Older workers are in the last place you’d expect to find them: If you’re targeting older workers, one place to advertise your jobs might be on Facebook. The number of workers 55 and older on Facebook has increased 922 percent since 2009, according to iStrategyLabs.
9. Healthcare is a must-have.  Forty-six percent of job seekers say they won’t compromise when it comes to healthcare/insurance. Salary was the second most popular non-negotiable, followed by commute/transportation, 401(k)/retirement options, vacation time and stock options.
10. Most job seekers will go where the jobs are, maybe. While 22 percent of job seekers are willing to relocate for a job, nearly the same amount (19 percent) would refuse the job.  The rest, however, say it depends on one of three factors: the offer (for 37 percent of job seekers), the location (18 percent) or the company (4 percent).

Do any of these findings surprise you? What fascinates of confuses you most about job seekers today?

For more information, download the complete report here.

Look at any “best places to work” list, and you’ll notice that most of the companies listed tend to share the same four employee benefit offerings, SHRM’s Steven Williams pointed out during his presentation on employee benefit programs for the organization’s annual conference in San Diego last month: 1) Health care; 2) Work/life balance; 3) Unique or unusual benefits; and 4) Leave. 

It should come as no surprise that companies that offer these types of benefits would be considered great places to work.  Unfortunately, with the economy the way it is, and health care being the most expensive benefit to offer, it should also come as no surprise that not every company has the luxury to offer employees health care…

…And not for lack of trying, either: According to 2010 SHRM internal research, despite rising health care costs, employers say the are unlikely to drop health care coverage at their organizations, for fear that doing so will: lower employee morale and satisfaction; hinder their ability to recruit new employees; and significantly increase employee turnover, among other concerns.

And at a time when companies are struggling to both recruit the skilled talent they need and retain top employees as new opportunities open up, these concerns are certainly valid. Yet, as health care costs continue to increase, what is a budget strapped employer to do to maintain this benefit?

Five Ways Employers Can Reduce Health Care Costs
Fortunately, Williams had some advice for these companies, addressing the following five tips for reducing health care costs:

1. Design the health care premium around each employee’s base salary or tenure
2. Make available – and encourage the use of – wellness programs. If implemented correctly, employee wellness programs work: they effectively reduce healthcare costs; they help cut down on employee turnover; and they decrease instances of absenteeism.  (See more about the benefits of implementing wellness benefits in 7 Habits of Highly Successful Corporate Wellness Programs .)
3. Emphasize the use of a mail-order prescription drug program on all maintenance prescription drugs.
4. Require working spouses to elect coverage from their employer, and charge extra to employees whose spouses do not elect such coverage.
5. Consider association-sponsored plans or partnering with other companies.

What about you? Does your company use any of the above methods to reduce health care costs? What else? Please share with us how your company cuts back on health care costs in the comments section below!

Okay, not every professional eats the healthiest things imaginable (or is free of legal troubles, for that matter) — a la competitive hot dog eater Takeru Kobayashi. However, according to the results of a new CareerBuilder survey of more than 4,400 workers, many folks are reaching less for the potato chips and more for the straight-up potatoes; less for the cigarettes and more for the treadmill. What gives?

The economy has trickled down into many areas of our lives, and our eating habits may be one of the biggest — if somewhat overlooked — of them. While the negative effects of our economy may be a bitter pill to swallow, it looks like our health is getting a boost. Largely because of tightened funds, workers are making more healthy choices — including packing lunches, smoking less, and walking more.

Let’s break it down fast. (Get it? Breakfast?):

• 47 percent of workers report they are packing a lunch more often to save money or eat healthier.
• 44 percent of workers who smoke said they are more likely to quit smoking given the state of the economy.
• One-in-five workers (21 percent) have already decreased the number of times they smoke during the workday — and 20 percent have quit altogether.

And while healthier habits may be fueled by economic hardship, it may have been the trigger many of us needed to start taking a closer look at our personal health habits — and make habit-forming changes.

“Economic stress over the last year has caused some workers to reflect on their habits, and many of them have turned to healthier routines,” said Rosemary Haefner, vice president of human resources for CareerBuilder.

“In addition to helping cut personal costs, employees who limit their smoking and lunching out habits are taking better care of their overall health. This type of ‘better-for-you’ behavior can be encouraged by companies who implement wellness programs, healthy living challenges or smoking cessation support.”

HOLD. THE. CHEESE PUFFS.

Like most feel-good stories, this one has a dark side, too. While it’s true that many workers are taking the higher healthier road, it’s also true that heavier workloads and added stress associated with a downsized place of employment may have other workers taking a different, more hermit-like, direction.

Lunch breaks — what are those?

If you ask a co-worker “What’s the weather like today?” because you haven’t seen the light of day since dawn and your body has been molded to your chair, you’ll probably relate to the following:

• Nearly one-third (32 percent) of workers report they take less than a half hour for lunch, while 5 percent take less than 15 minutes.
• One-in-ten never take a lunch break, and 16 percent report they work right through their lunch hour.
• Nearly one-in-five (18 percent) typically don’t leave their desks during their lunch break and eat in their workspace 5 days a week.

So, where do employers weigh in?

Whether your employees are going for a carrot-eating world record or reaching for that candy bar (and eating it at the desk from which they don’t move all day), do you as an employer have a right — or a responsibility — to get involved and attempt to influence your employees’ decisions?

Poor employee health has been pointed to as one of the biggest challenges to maintaining affordable benefit coverage. And with new health care reform going into effect, many businesses, particularly smaller ones, will likely be affected, as they may be penalized for not providing health care benefits to their workers. With more businesses who don’t currently offer benefits soon be incentivized to provide them (or penalized if they don’t), what will the effect be on employees? Will there be more of a Big Brother-like trend of keeping employees healthy to keep costs down?

In the “YES” camp

Many of you appear to be promoting employee wellness for various reasons, from what you’ve recently told us. Many companies don’t hide the fact that they are deeply involved in employees’ health not only because it makes their employees healthier and  happier, lowers stress, and promotes team spirit — but also because it benefits the company’s bottom line. And as a recent New York Times article  points out, 50 to 70 percent of the nation’s health care costs are preventable — which means company wellness initiatives could in fact help prevent employees from costly medical procedures. All good things, right?

In the “NO” camp

Well, not so fast. Although corporate wellness programs help companies keep insurance costs down while assisting employees in getting more fit, many people argue that employees’ lifestyle choices shouldn’t be dictated by their employer — and that it’s really none of their business. In addition, by rewarding employees who choose to participate in wellness initiatives, “unhealthy” employees may in effect be punished. For example, although Whole Foods has quite a robust benefits program, Whole Foods CEO John Mackey, in a since controversial move, decided to give his employees discounts on health insurance and Whole Foods products if they maintained lower readings for measurements like body mass index (which many people argue is a poor indication of health). While that’s great for employees who manage to stay within the company’s standard of health, what about those who don’t? Or is everyone motivated to get healthier on this type of plan?

So, which camp are you in?

It’s clear that this is a complicated issue, to say the least. There are pros and cons to both sides, but it’s helpful to everyone to keep the conversation going. If you are considering getting involved in wellness as an organization, we’ve rounded up seven habits of highly successful wellness programs to help. And if you’re not, well, we’d love to hear why.

Sorting through all the fabulous feedback we received after asking readers to share what their companies are doing to promote employee wellness, we noticed a few shared characteristics among the various initiatives readers discussed.

Below are seven standout traits that a vast number of these wellness programs share, with examples of how – in our readers’ own words – companies’ employee wellness programs embody these traits.

1.       They Don’t Focus Solely on Weight Loss

• “Our approach to exercise is very ‘functional,’ meaning it’s not intended to help you ‘look’ a certain way but to help you feel better all the time and to do your job, at work or at home, with energy, full range of motion and injury-free.” – Dave Parmly
• “Pressley Ridge believes wellness goes beyond the typical medical and stress concerns, but also into mental and personal growth as well. That is why Pressley Ridge offers Employee an Assistance Program at no cost to employees. This is a confidential assistance to employees and dependents 24 hours/day on a toll-free number and face-to-face professional counseling sessions and access to their website with a wide range of tools, resources and information. “ – Phillip Novak
• “My organization promotes wellness through Farmer’s Markets, healthy competition (Like the Biggest Loser), smoking cessation programs which are no cost and they cover any cessation programs like the patch, gum and lozenge. Additionally, they promote a healthy mind through increased awareness and programs. There is an entire website through the company that is dedicated to healthy mind, body and habits.” – Raina

 2.       They Have Buy-In from Leadership

• “Our company gives a very generous discount on the cost of our benefits for employees who participate in the wellness program…But perhaps the most important thing our company does to promote the wellness program is that is it embraced by our CEO and senior leaders within the company. Wellness is not viewed as an ‘HR initiative’ but as a core part of who we are as a company.” - Noreen
• “We have partnered with a local gym and our Senior Leaders are on board. We are trying to get as much employee participation as possible, to let them know that we care about their healthy work environment!” – Tori Hinote
• “Our CEO understands the importance of weight loss and healthy weight maintenance to offset the costs associated with healthcare – both now and in the future.” – Donna Cornwell

3.       Employees Are Never Far From Resources

• “We have an onsite fitness center with a trainer that provides continuous fitness challenges, boot camps, etc. We also have a physician’s assistant who works on site full time so we have immediate access to the seasonal ailments and we have our prescriptions delivered to the office.” – Janet J.
• “Our Employee Assistance Program (EAP) provider conducts voluntary annual blood draws onsite at our headquarters. They also arrange for branch associates to visit their local lab to have the screenings performed.” – Recruiter
• “Our company provides free access to on-site exercise facilities. We also provide access to education on exercise, diet, cooking, lifestyle and behavior modification (including a stop smoking program).” – Mark

4.       They Sweeten the Deal with Incentives

• “We offer a Creating Wellness Program to employees…Those who participate for 6 months then receive $25/month in wellness bucks (for gym memberships, yoga, Pilates, etc.) as a reward for continued involvement.” – Rick Thompson
• “Recently, we sponsored an 8 week fitness challenge and gave away an Ipod Touch for the winner… This year, our grand prize drawing will be for either a gym membership, Fitness equipment or a Nintendo WII with WII ACTIVE.” – Jenny
• “Each quarter employees are asked to set a Health Improvement Goal. We pay them $50/Qtr for meeting their goal…We have had tremendous success with this approach.” – Kimberly
• “Our company has a $300 wellness credit toward health insurance premiums for non-smokers and then provides programs for employees to quit smoking.” - Ally

5.     They’re Not Limited By Smaller Budgets

• “We have researched local ‘healthy’ vendors such as local gyms, Jamba Juice, Whole Foods, etc. and invited them to come onsite to talk about their products. It’s been working out great and it’s no cost to the company!” – Stefan
• “Although our wellness budget was reduced to ZERO this year, we continue to come up with new and interesting wellness initiatives… We are even offering cost-effective prizes, like jean days and premier parking!” – Holly
• “Our company just started our official ‘Steps to Wellness’ Program… The employees complete a “scorecard” with several tasks and turn the completed card in for a chance at a “Day Off With Pay”. The more staff who enter, the more days off we will raffle.” – Sue K
• “We have…raised funds to assist with our program by producing a cookbook that we sold.” – Mary Wicker
• “One really fun wellness initiative that my company implemented is building an employee vegetable garden…We just started the garden project this year and participation has been huge. This is a really fun project and is relatively inexpensive!” – Kathryn

 6.       They Assign Measurement to Gauge Success

• “We work with our insurance carrier to hold an annual health fair each year that consists of blood work for a variety of areas and each employee is given the results that day. The results are discussed with health coaches from our insurance carrier and given advice as to how to improve results in any areas that reflect a health issue. These statistics are used to determine where we need to concentrate our efforts to best improve the wellness of our employees…Since we have implemented the program our data from the health screenings have shown improvement each year which in turn helps to keep our health insurance cost down.” – Mary Wicker
• “In the year 2009 our corporate headquarters developed a 3 component program to get the employees premium costs down and in the long run, help them develop healthy life habits… This year the Myers Lawn and Garden site is conducting their 2nd annual health fair since the first one in August of 2009 was so successful…Employee participation is growing and the savings are too for both the employee and the company.” – Lee Herman
• “The goal is overall health of our employees. If we can prove that we have lowered healthcare costs and possibly insurance premiums for our employees, because of healthier lifestyles, we have been successful!” – Tori Hinote

7.      They Empower Employees

• “The company promoted wellness with the staff by also ‘promoting’ US…For example, I had always wanted to be a nutrition education writer, a secret desire of mine…The company decided to start putting out a monthly newsletter in the club for our members and not only was I asked to be a columnist, but I was asked to be the editor as well. Our whole staff took part in the newsletter, writing about their known specialty in the field. This tactic was most rewarding for me, as I had the chance to really reach a long time goal of mine. This made me feel like I was on top of the world, how do you get more ‘well’ than that?” – Renee S.
• “List Innovative Solutions is extremely active in the community…and encourages its employees to do the same by sponsoring the Leukemia and Lymphoma Society Team in Training Program…this allows our employees to be active and also give back at the same time.” – Jennifer Bonner
• “We encourage all employees to offer ideas on the ‘Healthy Life’ bulletin board so everyone gets a chance to bring something to the table!” – Dustin Shay

As I stated in my earlier post on readers’ company wellness programs, it’s great to see how many organizations take an active interest in their employees’ health – not just for employees, but for the companies themselves, as wellness programs can help employers cut costs related to healthcare, turnover and lost production.

What do you think? Care to add an “8^th habit” that makes your own company’s wellness program successful?

Sorting through all the fabulous feedback we received after asking readers to share what their companies are doing to promote employee wellness, we noticed a few shared characteristics among the various initiatives readers discussed.

Below are seven standout traits that a vast number of these wellness programs share, with examples of how – in our readers’ own words – companies’ employee wellness programs embody these traits.

1.       They Don’t Focus Solely on Weight Loss

• “Our approach to exercise is very ‘functional,’ meaning it’s not intended to help you ‘look’ a certain way but to help you feel better all the time and to do your job, at work or at home, with energy, full range of motion and injury-free.” – Dave Parmly
• “Pressley Ridge believes wellness goes beyond the typical medical and stress concerns, but also into mental and personal growth as well. That is why Pressley Ridge offers Employee an Assistance Program at no cost to employees. This is a confidential assistance to employees and dependents 24 hours/day on a toll-free number and face-to-face professional counseling sessions and access to their website with a wide range of tools, resources and information. “ – Phillip Novak
• “My organization promotes wellness through Farmer’s Markets, healthy competition (Like the Biggest Loser), smoking cessation programs which are no cost and they cover any cessation programs like the patch, gum and lozenge. Additionally, they promote a healthy mind through increased awareness and programs. There is an entire website through the company that is dedicated to healthy mind, body and habits.” – Raina

 2.       They Have Buy-In from Leadership

• “Our company gives a very generous discount on the cost of our benefits for employees who participate in the wellness program…But perhaps the most important thing our company does to promote the wellness program is that is it embraced by our CEO and senior leaders within the company. Wellness is not viewed as an ‘HR initiative’ but as a core part of who we are as a company.” - Noreen
• “We have partnered with a local gym and our Senior Leaders are on board. We are trying to get as much employee participation as possible, to let them know that we care about their healthy work environment!” – Tori Hinote
• “Our CEO understands the importance of weight loss and healthy weight maintenance to offset the costs associated with healthcare – both now and in the future.” – Donna Cornwell

3.       Employees Are Never Far From Resources

• “We have an onsite fitness center with a trainer that provides continuous fitness challenges, boot camps, etc. We also have a physician’s assistant who works on site full time so we have immediate access to the seasonal ailments and we have our prescriptions delivered to the office.” – Janet J.
• “Our Employee Assistance Program (EAP) provider conducts voluntary annual blood draws onsite at our headquarters. They also arrange for branch associates to visit their local lab to have the screenings performed.” – Recruiter
• “Our company provides free access to on-site exercise facilities. We also provide access to education on exercise, diet, cooking, lifestyle and behavior modification (including a stop smoking program).” – Mark

4.       They Sweeten the Deal with Incentives

• “We offer a Creating Wellness Program to employees…Those who participate for 6 months then receive $25/month in wellness bucks (for gym memberships, yoga, Pilates, etc.) as a reward for continued involvement.” – Rick Thompson
• “Recently, we sponsored an 8 week fitness challenge and gave away an Ipod Touch for the winner… This year, our grand prize drawing will be for either a gym membership, Fitness equipment or a Nintendo WII with WII ACTIVE.” – Jenny
• “Each quarter employees are asked to set a Health Improvement Goal. We pay them $50/Qtr for meeting their goal…We have had tremendous success with this approach.” – Kimberly
• “Our company has a $300 wellness credit toward health insurance premiums for non-smokers and then provides programs for employees to quit smoking.” - Ally

5.     They’re Not Limited By Smaller Budgets

• “We have researched local ‘healthy’ vendors such as local gyms, Jamba Juice, Whole Foods, etc. and invited them to come onsite to talk about their products. It’s been working out great and it’s no cost to the company!” – Stefan
• “Although our wellness budget was reduced to ZERO this year, we continue to come up with new and interesting wellness initiatives… We are even offering cost-effective prizes, like jean days and premier parking!” – Holly
• “Our company just started our official ‘Steps to Wellness’ Program… The employees complete a “scorecard” with several tasks and turn the completed card in for a chance at a “Day Off With Pay”. The more staff who enter, the more days off we will raffle.” – Sue K
• “We have…raised funds to assist with our program by producing a cookbook that we sold.” – Mary Wicker
• “One really fun wellness initiative that my company implemented is building an employee vegetable garden…We just started the garden project this year and participation has been huge. This is a really fun project and is relatively inexpensive!” – Kathryn

 6.       They Assign Measurement to Gauge Success

• “We work with our insurance carrier to hold an annual health fair each year that consists of blood work for a variety of areas and each employee is given the results that day. The results are discussed with health coaches from our insurance carrier and given advice as to how to improve results in any areas that reflect a health issue. These statistics are used to determine where we need to concentrate our efforts to best improve the wellness of our employees…Since we have implemented the program our data from the health screenings have shown improvement each year which in turn helps to keep our health insurance cost down.” – Mary Wicker
• “In the year 2009 our corporate headquarters developed a 3 component program to get the employees premium costs down and in the long run, help them develop healthy life habits… This year the Myers Lawn and Garden site is conducting their 2nd annual health fair since the first one in August of 2009 was so successful…Employee participation is growing and the savings are too for both the employee and the company.” – Lee Herman
• “The goal is overall health of our employees. If we can prove that we have lowered healthcare costs and possibly insurance premiums for our employees, because of healthier lifestyles, we have been successful!” – Tori Hinote

7.      They Empower Employees

• “The company promoted wellness with the staff by also ‘promoting’ US…For example, I had always wanted to be a nutrition education writer, a secret desire of mine…The company decided to start putting out a monthly newsletter in the club for our members and not only was I asked to be a columnist, but I was asked to be the editor as well. Our whole staff took part in the newsletter, writing about their known specialty in the field. This tactic was most rewarding for me, as I had the chance to really reach a long time goal of mine. This made me feel like I was on top of the world, how do you get more ‘well’ than that?” – Renee S.
• “List Innovative Solutions is extremely active in the community…and encourages its employees to do the same by sponsoring the Leukemia and Lymphoma Society Team in Training Program…this allows our employees to be active and also give back at the same time.” – Jennifer Bonner
• “We encourage all employees to offer ideas on the ‘Healthy Life’ bulletin board so everyone gets a chance to bring something to the table!” – Dustin Shay

As I stated in my earlier post on readers’ company wellness programs, it’s great to see how many organizations take an active interest in their employees’ health – not just for employees, but for the companies themselves, as wellness programs can help employers cut costs related to healthcare, turnover and lost production.

What do you think? Care to add an “8^th habit” that makes your own company’s wellness program successful?

“How isn’t it?” Is more like it…Two weeks ago, we asked you to share with us if and how your organization promoted employee health and wellness.  Aside from giving you the chance to brag about how your organization could easily give Jillian Michaels a run for her money in the fitness coaching department, we also wanted to give you the chance to share with each other creative – and often cost-effective – ideas for promoting employee wellness.  

As it turns out, many of you have not just one or two, but several initiatives in place to help employees focus on improving their health – an effort that is as much a benefit to your company as it is to your workers: If implemented correctly, company-sponsored wellness programs effectively reduce company healthcare costs, employee turnover and incidences of employee absenteeism, according to Dr. Steven Williams, Director of E-Media Innovations and Business Development at the Society for Human Resource Management (SHRM), who recently presented on this topic during the Annual SHRM Conference in San Diego last month. 

So what are you doing to promote employee wellness (and, in effect, cut costs)? Let’s take a look at the results…

READERS’ RESULTS: THE TOP 15 CORPORATE WELLNESS BENEFITS

With so much great feedback, it was nearly impossible to list all the initiatives individually, but several, listed below, were shared by a lot of you (see the full list of comments here):

1. Contests – most particularly, those inspired by TV’s “The Biggest Loser,” complete with some pretty lucrative awards (including iPods and hundreds of dollars in cash) – were among the most popular ways employers are motivating employees to get healthier.
2. In-house Weight Watchers programs offered for free or at a discount
3. Rewards systems where employees can exchange points earned through activity for “prizes” such as spa certificates, health club discounts, or gift cards toward sports apparel shops
4. Health living newsletters sent to employees on a weekly or monthly basis, complete with healthy living tips, exercises and recipes
5. Online tracking programs where employees can easily log and assess their progress toward a specified goal
6. Healthier snack alternatives to typical vending machine fare
7. On-site fitness facilities where employees can work out solo or participate in classes (often for free)
8. Organized sports teams or walking/running groups
9. Cash or discounts toward healthy purchases, including  fitness gear, weight loss programs, smoking cessation programs, or participation in community run/walks
10. On-site health fairs that include health assessments, massages and free, in-person consultations with community health professionals
11. Smoking cessation programs
12. Partial to full-paid health club membership fees
13. Free health screenings and assessments, accompanied by professional advice for understanding and improving the results
14. Employee assistance programs to help employees better their work/life balance, and providing help with everything from legal consultation to financial planning to stress management to childcare referrals.
15. Regular “lunch-and-learn” sessions where local wellness professionals present on healthy lifestyle topics

THE BEST OF THE REST – Here, in your own words, some other interesting perks that stood out:

• “We are getting rid of one of our coke machines and replacing it with a cooler that will hold 100% fruit juice.” - Sarah Benedum
• “We have onsite showers for those who go out for a run during the day or bike to work.” - Kathy
• “We’ve initiated walking groups, Weight Watchers, heart-healthy cooking demonstrations, team fitness challenges, and even a Salsa dancing class.” - Robert
• “For the month of July we have a ‘submit a healthy recipe’ contest planned. At the end of the [company’s summer-long] walking challenge, the recipes will be compiled into a book and distributed to our employees.” - Raelene Neumann
• “We have a Holiday Weigh In which runs from Thanksgiving week to the day after Super Bowl. The goal is to maintain or lose weight during the most challenging time of the year.” - Jane
• “Our agency sponsors an annual Wellness Day complete with…a spa corner featuring makeovers and massage and free organic vegetable plants for all participants.” – Rachel S.
• “One really fun wellness initiative that my company implemented is building an employee vegetable garden.” - Kathryn
• “The company promotes healthy living by providing health conscious snacks such as granola bars, fresh fruit, nuts and more. Water, protein shakes, fruit juice and sports drinks are also readily available at no cost to employees.” - Melissa
• “Our Fun Committee regularly organizes events for holidays, birthdays and, well, just for fun. Hat Day, High-Five Wednesday, Hula Hoop contests, Wii competitions - random, silly but fun and stress relieving.” - Carol
• “The company donates 40% of the fundraising amounts for [community] events that their employees choose to participate in, this allows our employees to be active and also give back at the same time.” – Jennifer Bonner
• “We…have drop-off and pick-up for our dry cleaning and a mechanic who comes on site to take care of things such as oil changes and other maintenance issues. Things like dry cleaning and auto care may not sound like a wellness issue, but when it keeps you from making additional errands with our already overloaded schedules, it reduces stress.” - Janet J.

Anything you want to add to the list? Feel free to do so in the comments section below. Otherwise, check out even more reader results in my follow-up: The 7 Habits of Highly Successful Corporate Wellness Programs.

With the recent passing of two major bills, the jobs bill (signed by President Obama on March 18) and the healthcare bill (signed by the House of Representatives on Sunday),  The Hiring Site thought it important to educate our readers on the specifics of these bills and the implications they will have on you as an employer.  Below is a summary of each bill, what the passing of the bill means for you, and where to go for further information: 

The Jobs Bill – HIRE (Hiring Incentives to Restore Employment) Act

HIRE was signed by the president March 18^th. This bill is written to positively affect investment both in equipment and hiring. Business investment in equipment ripples through the economy, affecting suppliers’ inventories and their ability to produce and fulfill orders. Waiving taxes and giving credits to business is intended to loosen some of the hiring barriers, especially in a tight economy where a hire is seen as an expense rather than an investment in future growth. The main areas of focus include:

1. Waiving the 6.2 percent social security tax for each new worker until December 31, 2010
2. Getting up to $1,000 in tax credit for each new worker on payroll
3. Company can write off up to $250k of new equipment in 2010 rather than depreciate over several years

Based on CareerBuilder research, employers report two of their top initiatives for 2010 are replacing lower-performing employees and rehiring laid-off workers. Employers are focusing their hiring efforts on filling jobs that drive revenue, evidenced by the year-over-year increase in job postings in the following areas:

• Business development posting are up 4 percent
• Sales postings are up 11 percent
• Marketing postings are up 40 percent
• Government postings are up 16 percent
• Education postings are up 18 percent
• Entry level postings are up 47 percent

For further information and analysis…

• Watch a video of President Obama explaining the jobs bill  here
• Or get answers to a few other questions you may have here.   

The Healthcare Bill – The Health Care &  Education Affordability Reconciliation Act of 2010*

The healthcare legislation, as it is currently written, has elements taking effect both immediately through 2014 and beyond. Regardless, this bill will touch every business at some point and could have impact on hiring. The Congressional Budget Office (CBO) estimates 95 percent of legal residents will have insurance by 2019 under the current bill. The total cost of the bill is $940 billion over 10 years ,with $143 billion in deficit savings over the same time frame. The main points of the legislation include:

• Immediate impact:  Health insurance companies barred from denying coverage to children with pre-existing conditions; children permitted to stay on parents’ insurance until their 26^th birthday; indoor tanning tax of 10 percent
• Effective in 2013:  New Medicare taxes go into effect for families with income over $250k and individuals over $200k; Medicare tax on “unearned” income such as dividends and interest; medical device excise tax imposed
• Effective in 2014:  Insurance exchanges where individuals and companies can purchase health insurance will be created; subsidies begin for low- to middle-income people to purchase health insurance; employers with 50 or more employees must provide affordable health coverage or pay a fine up to $3k per employee; employers with fewer than 50 employees would be exempt from health care fines

The aging population continues to drive strong health care hiring numbers:

• The health care industry has added over 631,000 jobs since the start of the recession.
• Health care added 32,000 jobs in February 2010 alone
• CareerBuilder experienced a 4 percent increase in health care postings in Q4 2009 focused on physician office jobs and home health care jobs.
• More insured Americans will mean larger patient load driving the need for many different new health care roles.

For more information and resources, you can check out the following: 

• Just the facts on what the bill contains.
• What the bill means for your business.
• The Congressional Budget Office blog and a link to estimates.
• Kaiser Family Foundation

*Based on the version of the bill passed by the House of Representatives Sunday, March 21^st.

Although the recession has been hard on many industries, the health care industry is one that has managed to thrive. Since the recession’s start, the health care industry has added 631,000 jobs, according to the Bureau of Labor Statistics, and has consistently added headcount each month. CareerBuilder’s annual health care hiring forecast indicates that this hiring momentum will likely continue into 2010. The survey was conducted between November 5 and November 23, 2009, among more than 240 health care employers.

Hiring in 2010

• More than one in five (22 percent) health employers said they plan to increase the number of full-time, permanent employees this year, up from 17 percent last year.

• Ten percent of employers said they had plans to increase the number of part-time employees at their organizations in 2010, in order to help meet demand.

“While most industries struggled with headcount since the start of the recession, health care was and continues to be one of the strongest industries for hiring,” said Jason Ferrara, vice president of corporate marketing for CareerBuilder.

“Forty percent of health care employers, by far the highest among industries we surveyed, have open positions for which they can’t find qualified candidates. This shows that there is high demand for qualified health care workers across a variety of areas; everything from medical assistants to records specialists to nurses.”

Five Health Care Recruitment Trends for 2010

1. Replacing Low-Performing Employees

Health care employers are taking advantage of the current labor pool’s large number of highly qualified candidates to strengthen their work force. Forty-three percent of health care employers say they plan to replace low-performing employees with higher performers in 2010.

What do health care employers really think of their employees’ performance? When asked to grade their current work force, 18 percent rated their employees an “A”, 68 percent a “B”, 13 percent a “C”, and less than one percent a “D” or “F. Whew.

2. More Flexibility

Flexible work options continue to be important to health care employers. Over a third (37 percent) of health care employers said they will provide more flexible work arrangements for employees in 2010, including:

• Alternative schedules (74%) — Employees can come into work early and leave early, or come in later and leave later
• Compressed work weeks (53%) Employees work the same hours, but consolidate work into fewer days
• Telecommuting (40%) — Employees work from home or from another remote location
• Job sharing (12%) — Employees share the same position in a company, each working part of the week
• Summer hours (12%) — Workers enjoy condensed hours during the summer; typically 1/2 days on Fridays

3. Recruitment Tools

As the demand for quality health care employees continues this year, health care employers will leverage a variety of recruitment tools to fill their open positions. But on what are they planning to spend more money, exactly?

• Online recruitment sites — (25%)

• Newspaper classifieds — (20%)

• Career fairs — (18%)

• Social and professional networking sites — (13%)

• Staffing firms and recruiters — (7%)

4. Freelance Workers

Because of the great demand for qualified workers, many health care employers are seeking out freelance or contract health care workers to supplement their needs.  In fact, 34 percent of health care employers are hiring contract or freelance workers in 2010.

5. Green Jobs

“Green jobs” are defined as jobs that contribute significantly to preserving or restoring environmental quality. Being “green” is a rapidly growing movement within the health care industry as companies seek ways to run more efficiently; 10 percent of health care employers plan to add “green” jobs in 2010.
If you missed it, read the full press release here.

We asked 346 HR managers whether their companies had increased employees’ contributions to healthcare insurance in 2009. Here what they said.

The question was: “Have you increased employees’ health-cost contribution rates in 2009?”

The answers:

• Yes: 61%
• No: 26%
• No, but we’ve reduced benefits: 13%

A benefits study in 2009 found that the workers’ share for healthcare premiums went up by an average of 14.7%. And of course part of the debate about healthcare reform revolves around whether reform will increase or lower the costs for employees and their employers.

Employers shouldn’t wait around to see what happens with the Employee Free Choice Act. 

Even if Congress makes it easier to form unions, improving benefits communication today will help make sure your staff is satisfied with what you’re offering — and keep organizers at bay.

Here are three things worth giving to employees now to keep them happy and let them know exactly how much they’re getting from their benefits:

Total comp statements

These statements let employees know that you have much more invested in them than salaries.

Despite the effectiveness of this tool, only 43% of employers provide total comp statements, according to the 2009 Metlife Study of Employee Benefit Trends.

Key: Make sure the statements are personalized and clear to all employees. For example, break statements down into short, easy to understand sections (e.g., salary, health care and retirement).

Decision-support tools

Employees love to have tools (like Web-based calculators) to help them make decisions about their benefits.

These tools also boost employee satisfaction with their benefits.

One worth trying: MetLife’s free Employee Benefits Simplifier. It helps employees decide which benefits are right for “them” and even suggests coverage levels.

Off-season education

Outside of enrollment season, meet with employees and explain each part of your benefits package individually. Example: One month hold a meeting that explains your dental plan. The next month meet to discuss the vision benefits you offer.

This info will boost employees’ satisfaction and confidence in their enrollment decisions and increase participation when enrollment rolls around.

What are some things you do to educate employees about their benefits? Let us know in the Comments Box below.

Has your company taken this necessary step to ensure it’s not paying a penny more than it needs to for health care? If not, you could be wasting some serious cash.

The move all companies will want to make: conducting a dependent eligibility audit. It’ll ensure everyone you’re paying for is still eligible for coverage.

The last thing any company can afford to do these days is foot the bill for folks who are no longer entitled to receive your health benefits.

The payoff is there for the taking: Companies that conduct dependent audits see an immediate 3%-10% drop in dependent care expenses, found Aon Consulting in its new Benefits and Talent Survey.

This time of year, accidents are just waiting to happen. The most likely to put a dent in your workers’ comp and disability bill? 

Slip and fall accidents.

The causes are easy to spot:

• Icy or snowy sidewalks, steps, etc.
• It’s dark when employees leave, so there’s less viability when employees are heading home, and
• Wet floors — either from the water and mud that gets dragged in on workers’ shoes or from trying to clean salt tracked in from outside walkways.

But preventing these seriously expensive injuries takes some stick-to-itiveness. Here are some ways HR and benefits pros can help make sure they don’t run up high medical bills:

• Make sure someone (preferably your facilities manager) conducts a safety survey regularly, both within and outside your facility to identify hazardous areas
• Have the person any problems immediately, and
• Keep a paper trail of all inspections and corrections to prove your company made a good faith effort to correct hazards — which will help avoid a lawsuit if someone got hurt.