Current Trends and Issues in HR Management

In the Year 2011

Trends in Benefits
Growing Importance of Benefits Education } Employee participation in crucial wellness programs } Addressing Benefits Needs Based on Generational Dynamics } Benefits programs as Differentiator
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The Growing Importance of Benefits Education

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There is often a large disparity between HR executives and their employees when it comes to effective benefits communications. According to a 2010 Aflac study,1 40 percent of HR executives believe they are "extremely/very" effective in communications about benefits, whereas 67 percent of employees rated their HR departments as "somewhat" or "not very/not at all" effective. Given the growing complexities that accompany health reform, 2011 is the ideal time to close the communications gap. More than half (55 percent) of employees rely on their HR departments to inform them about benefits, and that reliance will only grow in the next year. HR executives feel the pressure to understand health reform, naming understanding the changing health care landscape as the second biggest benefits challenge.1 Education will be paramount for developments such as the new limitations and caps on flexible spending accounts, as well as the large departures from traditional health care plans in favor of pairing health savings plans with high deductible health plans. Nearly half of workers (41 percent) said a well-communicated benefits program would make them less likely to leave their jobs1 - a powerful incentive to close the communications gap.

Employee participation in crucial wellness programs

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Many HR executives implementing wellness programs will be pressured to deliver the much-anticipated cost savings associated with effective preventive health care. The level of success will depend upon the amount of employee participation - or nonparticipation. The Centers for Disease Control and Prevention (CDC) is a good resource, offering consultations, tools and methods to help increase participation. Businesses will need to seek out creative approaches to boost worker participation. Some companies have leaned on a universal motivator - money. Imagine if employees were paid to go to the doctor for preventive procedures, checkups or vaccines. An increasing number of HR executives and workers are discovering that some voluntary insurance plans include a Wellness Benefit that will not only cover the expense of the preventive procedure (e.g., mammograms, vaccines, etc.) but may even pay policyholders cash to use it. Wellness plans are only as good as the number of workers who use them, which means HR professionals should prioritize giving incentive for preventive health care programs.

Addressing Benefits Needs Based on Generational Dynamics

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As if HR executives don't have enough to juggle in 2011, there will be a continued need to manage the new cocktail of company culture - a combination of traditionalists, baby boomers, Generation X employees and Generation Y employees. Each generation has its own work style, and abides by different rules and expectations of the workplace. HR professionals will need to develop strategies to keep the workplace cohesive while meeting the varying needs of each generation. This is particularly true of benefits options. Only four in 10 employers currently tailor their benefits offerings to employees based on their needs at different levels or life stages.1 Yet there are clear nuances when it comes to benefits needs among different generations and the majority (66 percent) of workers would be more likely to take advantage of a benefits package tailored to their personal situations.1 Baby boomers would benefit from a package that includes heavy retirement savings plans/incentives, health savings plans or voluntary insurance policies. These plans help protect their assets in case of serious accident or illness during time of need and are portable, allowing them to retain their insurance coverage long after they stop working.

Many Gen Xers (38 percent) view having enough money to meet their current expenses as a top challenge1 - more so than any other generation group. They are also most likely to be enrolled or interested in enrolling in ancillary benefits, with 73 percent enrolled in dental insurance and 52 percent in vision plans. Benefits decision-makers should build in compensation incentives, bonus structures and options to purchase voluntary ancillary products for this group of employees. Gen Y employees place value on financial planning and retirement savings, but are often the least likely group to feel financially prepared. However, with time on their side, long-term financial planning tools, money management advice and perks, such as bonuses, work/life balance options and career development paths will be in high demand.

Benefits programs as Differentiator

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The employment market will indisputably begin to shift back to an employee-driven environment, with top talent in short supply and high demand. A company's ability to demonstrate value and goodwill by offering a benefits package unmatched by competitors will become the differentiator in retention rates. Health reform will have an impact on a company's ability to remain competitive. The establishment of minimum benefits standards and the option to move from employer plans to exchange plans will likely result in increasingly homogenous major medical coverage. At the same time, HR professionals will be pressed to offer health care benefits options that will soften the impact of the inevitable costshifting and rising out-of-pocket expenses on its valuable workforce. Employers should consider options that have no direct cost to the company and offer workers additional coverage to best suit their needs, like voluntary insurance. These policies and ancillary benefits offerings will be a greater weapon than ever before in the battle to attract top talent. These trends clearly illustrate that employers who provide diverse benefits options for workers will have a leg up on competition, with a well-protected, highly motivated workforce.

Trends in Business Outsourcing (Competency Frameworks)

Q2 HR Solutions their frameworks are : 1. Certified Investors by People 2. Innovative HR Solutions 3. Expertise in Account Management 4. Long-Term Partnership with clients and candidates 5. One-Stop Shop for Human Resource Services 6. http://www.q2hrs.com/
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In ExeQserve HR Solutions their Frameworks are : 1. HR Process Outsourcing 2. Employee Performance Management System 3. HR Auditing 4. Organizational Alignment 5. Training Process Outsourcing 6. Competency Mapping 7. HR Strategy Planning 8. Theyre conducting a Team Building and Training Development 9. http://www.exeqserve.com/
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Group of Companies their competency framework are : 1. Excellence in Human Resource Solutions 2. Search, Recruitment and Placement 3. Specializing Contracting Services 4. Industrial Manpower Supply 5. Training, Development and HR Consultancy 6. Career development consulting 7. Skills testing, Interest and Aptitude Assessment, Personality Evaluation 8. http://sfigroupofcompanies.com/

} SFI

XPERT International their competency framework are : 1. Quality Management System (ISO 9001, ISO/TS 16949) 2. Environmental Management System (ISO 14001) 3. Occupational Health and Safety Management System (OHSAS 18001, HIRARC) 4. Medical Device - Quality Management System (ISO 13485) 5. Competence of Testing and Calibration (ISO/IEC 17025) 6. Food Safety Management System (ISO 22000, GMP, HACCP) 7. Information Security Management System (ISO 27000) 8. Supply Chain Security Management System (ISO 28000) 9. http://xpertinternational.blogspot.com/
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Consultancy 1. Risk Analysis and Country Reports (General or Case- Specific). 2. Economic Analysis (Explanation of Banking and Finance Structure, Market Assessment and Corporate Research) 3. Business and Organisation Reports 4.http://consultancy.birn.eu.com/en/page/ products-and-services

} BIRN

Guthrie-Jensen Consultant to Management competency framework : 1. Organizational Climate, Diagnosis and Analysis * Assessment of Management/Leadership Dimension * Employee impact * Program Impact Evaluation 2. Executive and Management Coaching 3. Process Consulting 4. Strategic thinking implementation 5. Performance coaching 6. Organizational Planning 7. Culture Building and Organizational Systems Intervention 8. Business Consulting 9. http://www.guthriejensen.com/
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HR Trends and Issues 2011

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The Importance of globalization and integrating market Talent Management Working virtually across functions and geographies will intensify Global employee engagement is tentative ; companies that have implemented multiple layoffs have eroded a sense of security in the global workforce

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economic crisis and fewer existing business opportunities create a high demand on the global HR function to demonstrate greater adaptability. } Economic uncertainties fundamentally change motivators that attract and retain employees } Human capital protectionism may continue to increase in many countries in non-tariff, nationalistic forms } Global mobility of high value workers continues

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that originate in emerging economies will continue to succeed in the global market place. } Increase demand for HR Metrics may bring about a widely accepted set of analytic measures and methods (global standards)

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