Research and results: A look at current trends and data
| DOI | https://doi.org/10.1108/14754390980000980 |
| Date | 12 August 2007 |
| Pages | 14-15 |
| Published date | 12 August 2007 |
| Subject Matter | HR & organizational behaviour |
14 Volume 6 Issue 4 May/June 2007
RESEARCH AND RESULTS
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A look at current trends and data
certain assumptions about benefit design
and delivery, because this survey shows
that current approaches are not working
as well as they should for employers or
employees. Program changes are not
yielding desired savings. They are not
serving to attract and keep top talent as
effectively as they could, and they are
not being communicated to employees
in a way that helps them take on a more
active role in the process.”
He continues: “Some employers might
be tempted to dismiss employees’ views,
because of a still surprisingly common
belief that employees don’t really
understand or appreciate their benefits
anyway. But our survey data says
otherwise. In fact, benefits serve as a
powerful symbol of the organization’s
commitment to employees and to
management’s level of concern and
interest in their wellbeing. When
employees’ faith in that symbol erodes,
so do their feelings of engagement
and, in turn, the level of dedication and
energy they bring to their jobs.”
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either companies nor employees in
the US believe that current benefit
programs are fully meeting their
needs. This is according to a survey by,
professional services firm Towers Perrin
that was conducted among company
executives and employees. Only 25
percent of executives agreed that their
programs are very effective at meeting
cost control objectives, and fewer than
half said their programs are very
effective at meeting recruiting and
retention objectives (42 percent and 46
percent, respectively).
Most of the approximately 2,400
employee respondents said their benefit
programs are not very effective at
meeting their needs for affordable
healthcare and building their retirement
nest eggs. While most employees agreed
they were primarily responsible for
financing and managing their benefits,
especially retirement, they did not feel
their employers were adequately helping
them shoulder this responsibility. Their
resulting frustration with recent changes
in benefits is generating other negative
feelings about their companies and
those companies’ leadership. According
to Towers Perrin, this could potentially
have adverse consequences for
productivity and performance.
Time for change
Dave Guilmette, managing director for
Towers Perrin’s health and welfare
practice, comments on the survey:
“Ultimately, it may be time to revisit
Benefit programs letting employers and employees down
Personal goals more important than career considerations
China, India and Eastern Europe to top 2007 pay-rise ladder
Employers using incentives to reduce absenteeism
Towers Perrin’s survey “From
Responsibility to Action: Making Benefit
Change Work”was conducted among 140
HR and benefit managers from companies
across a broad range of industries, and
2,380 employees selected at random as a
sample of the full-time workforce in large
US organizations. For more information,
visit www.towersperrin.com
MORE INFORMATION
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mployees are rejecting the concept
of a career while retaining personal
work-based goals, says global
leadership consultancy, BlessingWhite,
following the results of its 2007 careers
survey. The findings show that when
considering their next job, almost two-
thirds of employees look for work they
consider satisfying rather than thinking
in terms of their career.
The survey also shows that employees
are happy to stay put if they’re
continually progressing. Eighty-four
percent feel that staying with their
current organization is a valid option if
they can try out new things and develop
their skills, and 59 percent expect to be
working for their current organization in
two years’ time as long as their
development needs are met.
Despite a willingness to remain in their
current post when presented with the
right opportunities, 57 percent do not
expect their employer to provide a clear
career path. Instead, 41 percent are
actively managing their own progression,
based on clear personal goals. According
to BlessingWhite, this represents a real
danger for organizations that base
strategic decisions on a mistaken belief
that they are playing an active role in
employees’ career development.
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For more information on BlessingWhite
and the careers survey, visit
www.blessingwhite.com
MORE INFORMATION
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© Melcrum publishing 2007.For more information visit our website www.melcrum.com or e-mail info@melcrum.com
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