Health

Optimizing Digital Disruption: Transforming Benefits Management and Communications to Optimize ROI

16 January, 2018
  • Josh Fisher

    Growth Markets Commercial Director, Thomsons Online Benefits at Mercer

article-img
“82% of millennials say workplace technology would influence them when deciding whether to accept a new job."

Change is a constant, but the pace of change is greater than ever, with greater impact on the way organizations run their global benefits programs  Many factors involved are outside a company’s direct control, but nonetheless, put increasing pressure on the investment in, design and execution of — and value provided by — benefits within the wider value proposition.

Major trends — occurring at both societal and business levels — influencing how organizations think about their global benefits programs include:

  • Business globalization
    HR needs to be agile, respond to change quickly, achieve global consistency to ensure quality and efficiency, have single global suppliers to better control the supply chain and streamline operations to reduce costs and manual processes.
  • Workforce pressures
    Organizations need to address skills shortages while appealing to multiple generations, retaining employees in a mobile world and tackling the challenges of an aging workforce.
  • Digitization
    The focus on cloud-based technology and automation to improve efficiencies and effectiveness while meeting executives’ demand for data-driven HR decisions and employees’ desire for a consumer-grade technology experience is growing.
  • Regulation and health costs
    Regulatory reform, worsening health/ wellness profiles, spiraling health costs and demand for greater employee choice all add to the complexity of global benefits programs.
     

Given these challenges, many organizations find their current benefits approach isn’t delivering desired results. Many have no global strategy in place, and those that do are typically managing benefits manually or are using different local systems, making consistency and governance nearly impossible.

But it doesn’t have to be this way. By harnessing the power of technology and the data within it to inform and optimize each part of the benefits process, employers can address key concerns and derive valuable results for their businesses.

Transforming HR Technology
 

No one likes to perform low-value administrative tasks or deal with mistakes and errors — people want to make a difference at work. Thankfully, automation algorithms are changing the role of HR, replacing manual administration and allowing teams to focus on value-added work. Research by Gartner shows that by 2020, half of roles will be impacted or even totally disrupted by technology[1]. This is further demonstrated by research from

Sierra-Cedar showing that recruitment for administrative roles is decreasing even as recruitment for HR technology and analytics roles is on the rise[2].

As this shift continues, analytics will become the only way to inform decision-making, and artificial intelligence (AI) will become the new way to support employees and provide service. For the first time, employers will be able to measure every aspect of their benefits strategy and delivery to optimize performance by evaluating success and adapting to challenges as they arise.

Employees Demand Consumer-Grade Experience
 

In the past few years, employees have started making more decisions about their careers based on experiences with their employers. Some 80% of millennials reach for their smartphones when they wake[3]. People increasingly buy products based on how quickly they can get their delivery. So it’s hardly surprising that 82% of millennials say workplace technology would influence them when deciding whether to accept a new job[4].

Companies that understand and accept this cultural shift are responding by eliminating paper-based processes. But the pace of workplace technology adoption has been slow. To meet employee demands and secure the best talent, employers must reconsider how they serve their employees.

AI is Driving Self-Service on Demand
 

In the digital world, AI is rapidly becoming the best way to support employees and provide service — a major reason tech giants are investing enormously in this space. In fact, most investment analysts see 2017 as the year AI functioning as a personal assistant really starts to take hold[].

It’s not just about employees. A large ecosystem is now being developed in the corporate world to improve the roles of contact centers and improve customer experiences. Contrary to conventional wisdom, the best customer service isn’t focused on servicing the unhappiest of clients but on ensuring minimal contact. Anyone who has used online chat support has likely had a good portion of the conversation automated and perhaps dealt with an agent who has simply checked prepopulated responses. Every time an agent marks a response as correct, the bot learns, improving the customerexperience.

Data Drives HR Decision Making
 

In the employee arena, companies are sitting on huge amounts of data, leading to changes in the way they make decisions. In coming years, executive leaders will increasingly expect all recommendations to be based on real-time, accurate and even predictive data.

Ultimately, the role of human capital management vendors will change — as will the way companies think about buying from them. For many employers benefits command the single largest spend outside of pay, yet chief HR officers currently devote a tiny portion of their time to ensuring they’re getting the maximum value. Analytics will provide the ability to unlock the value of the enormous benefits spend — giving benefits increasingly strategic importance to the chief HR officer.

The Role of Benefits is Changing
 

These changes couldn’t come at a better time. Traditionally, benefits were used to provide a safety net in a working career in case an employee died, developed a long-term illness or needed income in retirement. But workers today no longer stay with their employers for life — 72% of workers expect to change their jobs more than three times in their careers[]. As a result, the relationship between employee and company has changed. At the same time, companies have been shifting liabilities to their workforces.

As employers recognize that a healthier, happier and more engaged workforce creates a more productive organization, benefits trends are undergoing major change. Companies want to focus more on health and wellness so employees won’t get sick — and will get back to work quickly if they do get sick. Employers also want to help alleviate employees’ everyday worries. In short, they want their benefits programs to show their workers that they care and are doing the most they can to help.

Technology has aided this transition as companies move more benefits into reimbursement-style accounts that empower employees in managing their health and finances. Employers can also take advantage of platforms that allow users to access information on the move in a format that’s relevant to them. Furthermore, the proliferation of wearable trackers and gamification helps promote employee dedication to health and wellness.

Mercer Marsh Benefits Powered By Darwin: A New Solution
 

Having a vision for a better approach to global benefits is one thing; delivering it in the right way is another. Given the transforming HR arena and the growing focus on digital technology, Mercer Marsh Benefits has developed and tailored an approach to addressing organizations’ needs as they go down this path of disruption.

Too often, global benefits management is focused on fixing immediate problems or using tactical responses rather than setting strategies and plans in motion to drive the right outcomes — whether for engagement, productivity, sustainability or effectiveness — in a demonstrable way. Proactive organizations seek a partner that is flexible enough to address unique needs and stay adaptable over time rather than simply dictating a course of action. Global consistency is also essential, as is expertise with regulatory compliance.

Ultimately, multinationals need a partner with an eye on the future to see coming trends and develop responses before others do. Darwin™, acquired by Mercer in December 2016, is a cloud-based, technology-driven solution that meets these needs for all aspects of benefits communication and

administration. It communicates and manages global benefits day to day, in multiple currencies and languages, helping improve user experiences, efficiency of processes and informed decision making. It also helps transform the broking process, with globally consistent data that accelerates the adoption of international pooling and captives, providing better long-term financing and risk management solutions for global benefits.

The technology also improves consultancy, harnessing data and engagement with employees to drive deeper insights and identify trends and patterns. The uniqueness of the solution is in how it transforms the role of anyone who works with benefits. Non-value added activities become automated, eliminating waste and elevating individuals’ roles, driving outcomes for the company and employee alike.

Conclusion
 

As HR contends with a host of mounting challenges — globalization, workforce pressures, digitization, regulatory reform, healthcare costs — it’s also being asked to step up and find new ways of working, spending less time performing wasteful administrative tasks and focusing more on becoming strategic advisors who drive business outcomes. Many organizations still struggle with strategic benefits management and are ill-equipped to address these trends.

The rise of powerful technology platforms, such as Darwin, along with providing consulting expertise will help HR harness the power of its data to gain maximum insights and optimize the benefits management process. This, in turn, will transform decision-making to drive desired outcomes and, ultimately, create business value for the organization as a whole.

 

1 Gartner. “Gartner Reveals Top Predictions for IT Organizations and Users for 2016 and Beyond” [press release] (October 6, 2015).

2 Sierra-Cedar. 2015–2016 HR Systems Survey White Paper. 18th Annual Edition (2015).

3 Zogby Analytics. Millennial Study (2014).

4 Dell. “Dell and Intel Future Workforce Study Provides Key Insights Into Technology Trends Shaping the Modern Global Workplace” [press release] (April 2, 2013).

5 Brackenridge G. “Machine Learning Is Transforming Investment Strategies for Asset Managers” [commentary] CNBC (June 6, 2017)

6 Hays. Gen Y and the World of Work (2013)

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Elsevier, Volume 30, Issue 7, November 2010,https://www.sciencedirect.com/science/article/pii/S0272735810000413?via%3Dihub.

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"Saudi Arabia's 'Vision 2030': Will It Save Or Sink the Middle East?" E-International Relations, 10 Jul. 2018, https://www.e-ir.info/2018/07/10/saudi-arabias-vision-2030-will-it-save-or-sink-the-middle-east/. 5. "Saudi Arabia Vision — Goals and Objectives." GO-Gulf, 14 Jul. 2016,https://www.go-gulf.com/blog/saudi-arabia-vision-2030/.

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Feeling stressed by your management responsibilities? If so, you're not alone. In our latest norms, we found that just 67% of leaders and managers think the level of stress they experience at work is manageable; the other third was unsure or overwhelmed. A similar percentage said they struggle to maintain work-life balance. Just half of leaders and managers feel they have enough time to do a quality job, and only 48% feel they can detach from work. These results suggest that anywhere from a third to a half of leaders and managers are struggling to cope with the challenges of their job. When confronted with statistics like these, some just shrug and sigh: "Stress is part of the job, isn't it?" Based on a growing body of research, that's a dangerously defeatist perspective. Aside from the health risks associated with stress, there are a number of dysfunctional workplace dynamics that can emerge when leaders feel rundown, exhausted or emotionally drained. Barbara Fredrickson, Ph.D., for example, has found that negative emotions can trap people in a flight, fight or freeze mindset that limits their ability to think creatively and develop innovative solutions. Janne Skakon and colleagues1 have found that the way leaders cope with their stress trickles down, impacting their employees' own work experience and stress levels. And at Mercer|Sirota, we've found that overwhelmed managers are significantly less likely to recognize and praise their direct reports. If you're chronically stressed at work, it's time to stop buying into the myth that leaders and managers must be selfless martyrs. You're putting your own health and well-being, along with your team's effectiveness and engagement, at risk. Instead of working yourself to exhaustion, start developing a self-care strategy to manage the demands of your job. Here are four steps to consider: 1. Recognize the Warning Signs   Burnout — a state of physical, mental and emotional exhaustion often accompanied by self-doubt and cynicism — is a serious issue. Researchers have found prolonged periods of burnout can lead to a number of physical and mental health problems, including depression, anxiety, heart disease, high cholesterol, stroke and type 2 diabetes. Burnout can manifest itself in a number of ways, including increased irritability, decreased motivation, changes in eating or sleeping habits, or unexplainable aches and pains. 2. Rest and Recover   If you find you are experiencing burnout, you need to take immediate steps to get help. Start by telling someone what you are experiencing. Tell your boss, an HR business partner or a colleague. If you don't feel comfortable telling someone at work, then (a) realize you may be working in a toxic organization2 that is not healthy for you and (b) be sure to tell your family, friends or your doctor. If you remain silent, your exhaustion could lead to isolation and compound your problems. After you have shared your concerns, start finding ways to detach from work. Stop checking email the moment you wake up. Skip unnecessary meetings. Lighten your load. Take a mental health day. If you can reduce your hours or take a vacation, do so. Find ways to rest and reset so you can recover. 3. Reflect and Reorient   After you've gained some distance from your experience, it's time to start identifying the factors that led to your burnout. Start by reflecting on the timeline of events. When did your stress levels first start to rise? What was going on at work? Outside of work? Have you had this experience before, or is this the first time you've experienced burnout? Next, reflect on the nature of your stress. As you've probably heard, stress is not always bad. Researchers have found that challenge stress — the stress associated with achieving an important goal — is positively related to job satisfaction. Hindrance stress — the stress associated with barriers that prevent us from getting work done — is negatively related with job satisfaction. If you've had a burnout experience, you've probably been dealing with a lot of hindrance stress. With that in mind, think about the way work gets done in your organization. Some experts argue that burnout is the result of working in a dysfunctional organization. Finally, consider your own personality, values and attitudes toward work, your organization and your job. Researchers have found that people with certain personality traits are more prone to burnout.3 Through these reflections, your goal is to learn from your experience and gain insights that will prevent future episodes of burnout. 4. Rebuild a More Resilient You   If you have gone through burnout, the good news is this: you can use this experience to become a stronger, wiser and more resilient person. But that will require intentional effort on your part and a commitment to practicing self-care. As you design your own self-care plan, realize that multiple pathways exist. Start by rethinking your approach to your job; you will probably need to change some of your workday habits. Your physical health is critical: researchers have found that leaders and managers are more effective when they are eating right, sleeping well and getting exercise. Your mental perspective is also important: Stanford psychologist Alia Crum has argued that stress can be good for leaders if they know how to manage it. Be sure to consider your emotional response to the vicissitudes of work and life: research suggests that psychological flexibility and emotional agility can make you a more effective leader.4 And as you build your self-care plan, be sure to take a holistic approach, considering all aspects of who you are and what's important to you: research shows that your spiritual life — those aspects of your life that provide a sense of meaning, purpose and coherence — can help increase your resilience. As you consider these four steps, remember this: if you're not taking care of yourself, you're not going to be able to take care of your team — at least not for the long haul. At some point, your patience, your health, your energy, or your effectiveness is going to give. Without some type of self-care strategy, you're doing yourself — and the people who depend on you — a disservice. Sources: 1. Skakon, Janne; Nielsen, Karina; Borg, Vilhelm; Guzman, Jaime. "Are Leaders' Well-being, Behaviours and Style Associated with the Affective Well-being of Their Employees? A Systematic Review of Three Decades of Research." An International Journal of Work, Health & Organisations, Volume 24, Issue 2, 2010,https://www.tandfonline.com/doi/abs/10.1080/02678373.2010.495262. 2. Appelbaum, Steven and Roy-Girard, David. "Toxins in the Workplace: Affect on Organizations and Employees." Corporate Governance International Journal of Business in Society, 2007,https://www.researchgate.net/publication/242349375_Toxins_in_the_workplace_Affect_on_organizations_and_employees. 3. Scott, Elizabeth. "Traits and Attitudes That Increase Burnout Risk." Very Well Mind, May 20, 2019,https://www.verywellmind.com/mental-burnout-personality-traits-3144514. 4. Kashdana, Todd B. and Rottenberg, Jonathan. "Psychological Flexibility as a Fundamental Aspect of Health." Elsevier, Volume 30, Issue 7, November 2010,https://www.sciencedirect.com/science/article/pii/S0272735810000413?via%3Dihub.

Dr. Avneet Kaur | 03 Oct 2019

The use of on-site clinics has been growing in recent years, with businesses realizing the potential for giving access to quality and timely care to contribute to an increase in productivity, reduce absenteeism and improve employee health. But, are you reaping the full benefits of your on-site clinics? Or, are you just focused on meeting legislative requirements? There are three key things you can do to unlock the full potential of your on-site clinics. In a recent Worksite Medical Clinics Survey, employers with on-site clinics saw a return on investment (ROI) of 1.5 or higher. If you're not seeing similar returns, it may be because your on-site clinic isn't moving beyond basic requirements. Create a Patient-centered Clinic   Ensure the services offered by the clinic are suited to your employees. This will eliminate unnecessary spend on under-utilized services and steer you toward investments that will bring a greater sense of satisfaction, positive health outcomes for your employees and, consequently, a positive impact on your bottom line. Understand what your employee population looks like — in terms of age, gender and nature of work — as this will play a large role in understanding what type of health and social care services, as well as specialists, are needed. In addition to demographic information, it's critical to understand the health needs of your employees — for instance, which common illnesses are prevalent and need to be better managed and which key lifestyle risks need to be averted through education or preventative services. Communicate the Value   The adage of "if you build it, they will come" might not be the best way to yield the desired ROI in this case. It's important to shape communications around services offered on-site by highlighting the value they bring to employees: convenience and easy access to care, coordination and orientation toward quality providers, early detection of illnesses, etc. Effective communication will bring increased utilization and early detection, maximizing your investment as an employer while also contributing to the well-being of your employees. On-site Clinic: The Wellness Hub   When on-site clinics are designed and managed correctly, there's a high return for both employer and employee. Well-designed clinics can play a real gatekeeping role, coordinating employee pathways toward high quality providers and wellness vendors. They can also directly provide prevention and employee education services, which are key to avoid acute and costly care events. At Mercer, we help clients implement the 4-C model of effective on-site clinic management. This extends the value of your clinic from meeting legislative requirements to allowing employers to deliver quality health services that focus on value to the employee. To maximize your on-site clinic, reach out to us today.

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