• 5 Tips to Save Money on Health Care: Part 1

    April 25, 2022

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    Health insur­ance is essen­tial to pro­tect­ing your health but the high cost of cov­er­age may leave you feel­ing sick.  Even after employ­ers pick up a sub­stan­tial amount of the cost, every year Amer­i­cans spend thou­sands of dol­lars on health­care while costs are con­tin­u­ing to rise. By tak­ing cer­tain steps, you can stretch your health­care dol­lars and still receive the care you need to stay healthy.

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  • As Cybercriminals Act More Like Businesses, Insurers Must Think More Like Criminals

    April 20, 2022

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    Cyber­se­cu­ri­ty is no longer an emerg­ing risk but a clear and present one for orga­ni­za­tions of all sizes, pan­elists on a pan­el at Triple‑I’s Joint Indus­try Forum (JIF) said. This is due in large part to the fact that cyber­crim­i­nals are increas­ing­ly think­ing and behav­ing like businesspeople.

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  • What Employees Want: Hybrid Work and Flexibility

    April 11, 2022

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    2021 was quit­tin’ time in Amer­i­ca.  Last year alone over 47.4 mil­lion Amer­i­cans quit their jobs. This year, employ­ees seem­ing­ly have the upper hand against employ­ers.  The Turnover Tsuna­mi, a.k.a. The Great Res­ig­na­tion, has forced a reck­on­ing with the work­place and few employ­ers have come away unscathed.  Orga­ni­za­tions are now shift­ing pri­or­i­ties to make employ­ee well-being and reten­tion the pri­or­i­ty.  The fact of the mat­ter is, after health insur­ance, the most desir­able perks and ben­e­fits are those that offer flex­i­bil­i­ty while improv­ing work/life bal­ance. So, what is it that employ­ees real­ly want to achieve a bet­ter work/life balance?

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  • Generational Myths Part 2: Millennials

    April 6, 2022

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    Today’s offices poten­tial­ly span five full gen­er­a­tions rang­ing from Gen­er­a­tion Z to the Silent Gen­er­a­tion. A cowork­er could just as eas­i­ly be raised with a smart phone in hand as they could have used a type­writer at their first job. Some see dif­fer­ences between gen­er­a­tional col­leagues as an annoy­ance (“kids these days!”) and many rely on gen­er­a­tional stereo­types as fact. Truth of that mat­ter is that gen­er­a­tional stereo­types have about as many holes in them as a piece of Swiss cheese. Cur­rent research ques­tions the valid­i­ty of gen­er­a­tional stereo­types. This series uncov­ers top gen­er­a­tional myths as a strat­e­gy to sup­port a diverse and healthy employ­ee population.

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  • Understanding Your EOB

    March 30, 2022

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    Let’s say that you vis­it­ed the doc­tor and you are won­der­ing how much that vis­it is going to cost.  A short while lat­er, you receive some­thing in the mail that looks like a bill – and even says “amount you owe” at the bot­tom.  How­ev­er, it doesn’t have a return enve­lope or tear-off por­tion for the bill.  Con­fused?  You’re not the only one!

    Most like­ly, you’ve just received an Expla­na­tion of Ben­e­fits (EOB) from your insur­ance com­pa­ny.  The most impor­tant thing for you to remem­ber is that an EOB is NOT a bill.  It is essen­tial­ly “one big receipt” that explains your vis­it.  It shows what was billed, how much you can expect your health plan to pay, and what you — the patient — have to pay. It is always impor­tant to review your EOB to make sure it is correct.

    An EOB is a tool that shows you the val­ue of your health plan.  It will detail the cost of the ser­vices you received and how much your insur­ance will pay.

    How do EOB’s work?

    The health care provider will bill your insur­ance com­pa­ny after your doc­tor vis­it.  Then, your insur­ance com­pa­ny will send your EOB.  Lat­er, you will receive a bill for the amount you owe.  How­ev­er, if the bill does arrive before the EOB, don’t pay it yet.  Wait until you have the EOB in hand so you can com­pare it to your med­ical bill.

    While an EOB will dif­fer from one insur­ance com­pa­ny to anoth­er, they typ­i­cal­ly all include the fol­low­ing information:

    • The Account Sum­ma­ry – lists your account infor­ma­tion with details like the patient’s name, date(s), and claim number.
    • The Claim Details – lists the ser­vices pro­vid­ed and the dates of the services.
    • The Amounts Billed – details the cost of the ser­vices and what costs your health plan did not cov­er. It will also include any out­stand­ing amount you are respon­si­ble for pay­ing.  If there is a por­tion that is not cov­ered by insur­ance, the rea­son why will also be listed.

    Remem­ber, insur­ance com­pa­nies rarely pay 100% of the bill.  You will need to pay any applic­a­ble deductible, copay and coinsurance.

    Deductible: The amount you pay for health care ser­vices before your insur­ance begins to pay anything.

    Copay: A flat fee that you pay on the spot each time you go to your doc­tor or fill a prescription.

    Coin­sur­ance: The por­tion of the med­ical cost you pay after your deductible has been met.  Coin­sur­ance is a way of say­ing that you and your insur­ance car­ri­er each pay a share of eli­gi­ble costs that add up to 100%.

    Why is Your EOB important?

    Med­ical billing com­pa­nies some­times make billing errors.  Your EOB is a win­dow into your med­ical billing his­to­ry.  Review it care­ful­ly to make sure that you did receive the ser­vice being billed and that your pro­ce­dure and diag­no­sis are list­ed and cod­ed correctly.

    EOBs can help you under­stand how the health insur­ance sys­tem works and pro­vide trans­paren­cy in the com­pli­cat­ed finances of health care.  While the EOB may be com­pli­cat­ed, under­stand­ing it can help ensure that you and your fam­i­ly get the most out of your health insur­ance.  Know­ing what an EOB is and what is includ­ed on the state­ment ensures that you stay in con­trol of your health care finances.

  • Generational Myths Part 1 – Generation Z

    March 23, 2022

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    Today’s offices poten­tial­ly span five full gen­er­a­tions rang­ing from Gen­er­a­tion Z to the Silent Gen­er­a­tion. A cowork­er could just as eas­i­ly be raised with a smart phone in hand as they could have used a type­writer at their first job. Some see dif­fer­ences between gen­er­a­tional col­leagues as an annoy­ance (“kids these days!”) and many rely on gen­er­a­tional stereo­types as fact. The truth of that mat­ter is that gen­er­a­tional stereo­types have about as many holes in them as a piece of Swiss cheese. Cur­rent research ques­tions the valid­i­ty of gen­er­a­tional stereo­types. This five-part series uncov­ers top gen­er­a­tional myths as a strat­e­gy to sup­port a diverse and healthy employ­ee population.

    Let’s start with the green­est part of the work­force: Gen­er­a­tion Z. This cohort was born between 1997 and 2012 and the elders of this group turn 25 this year. The top three myths of Gen Z include:

    1. Their inter­est in work­place flex­i­bil­i­ty is fueled by the desire for remote work. Work­place flex­i­bil­i­ty refers to how, when and where work gets accom­plished. His­tor­i­cal lit­er­a­ture pegs Gen­er­a­tion Z as a group keen to choose when and where they com­plete their work. A recent sur­vey com­plet­ed by Annemarie Hayek, Pres­i­dent and Founder of Glob­al Mosa­ic, refut­ed this pri­or claim with data. It showed less than a third want a ful­ly remote posi­tion. More excit­ing to Gen­er­a­tion Z? Com­pen­sa­tion and hav­ing their opin­ions heard by leadership.
    2. Men­tal health ben­e­fits fall into the “nice to have” cat­e­go­ry. Gen­er­a­tion Z felt the effects of the pan­dem­ic men­tal health cri­sis and val­ue qual­i­ty health­care. The Nation­al Insti­tutes of Health study pre­dicts that one third of today’s teenagers will expe­ri­ence men­tal health dif­fi­cul­ties relat­ed to anx­i­ety. Pri­or gen­er­a­tions may hear “men­tal health” and think of fluffy well­ness pro­grams, but Gen Z sees it as so much more than a webi­nar on work-life bal­ance. While this attribute is shared with Mil­len­ni­al col­leagues, this group is more active in com­mu­ni­cat­ing their needs with man­agers and peers. No shy­ing away from uncom­fort­able con­ver­sa­tions here! Men­tal health was an ongo­ing con­ver­sa­tion in their youth. For this rea­son, they are real­is­tic about the hard costs and pri­or­i­tize ther­a­py and paid time off benefits.
    3. They are uncom­fort­able with face-to-face con­ver­sa­tions. This gen­er­a­tion was raised with tech­nol­o­gy at their fin­ger­tips and social media omnipresent, so many assume they rely on text for all pro­fes­sion­al com­mu­ni­ca­tions. This com­mon mis­con­cep­tion does not pan out, says Ryan Jenk­ins, Inc. colum­nist and gen­er­a­tional expert. Data shows that 84% of Gen Z favor live com­mu­ni­ca­tion with their boss­es. This group does not hide behind a screen in or out of the office. Gen­er­a­tion Z was raised in an ever-chang­ing sociopo­lit­i­cal envi­ron­ment that includ­ed school shoot­ings, eco­nom­ic reces­sions, and increased focus on cli­mate change. Because of this ear­ly expo­sure, they are com­fort­able activists, and they bring this social aware­ness to work.

    Despite what you may have heard, the major­i­ty of Gen­er­a­tion Z isn’t opposed to work­ing in the office. They pri­or­i­tize “hard” men­tal health ben­e­fits and pre­fer live con­ver­sa­tions with their managers.

    © UBA. All rights reserved.

  • Benefits for a Multigenerational Workforce

    March 10, 2022

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    If only every­one val­ued the same things, ben­e­fits plan­ning would be a lot eas­i­er.  If. Only.

    How­ev­er, most employ­ers have five gen­er­a­tions of employ­ees active in the work­place who want dif­fer­ent things.  With gen­er­a­tion gaps span­ning more than 75 years, find­ing a one-size-fits-all ben­e­fits pack­age can be chal­leng­ing.  How­ev­er, there are cer­tain things to con­sid­er to tai­lor employ­ee ben­e­fits for each generation.

    The Five Gen­er­a­tions in the Workforce:

    Gen­er­a­tion Z: 1997–2012, (5% of workforce)
    Mil­len­ni­als: 1981–1996, (35% of workforce)
    Gen­er­a­tion X: 1965–1980, (33% of workforce)
    Baby Boomers: 1946–1964, (25% of workforce)
    Tra­di­tion­al­ists or The Silent Gen­er­a­tion: 1928–1945, (2% of workforce)

    Regard­less of their gen­er­a­tion, every employ­ee wants tra­di­tion­al ben­e­fits like time off, health­care insur­ance, and retire­ment plan­ning. To cre­ate a ben­e­fits pro­gram with multi­gen­er­a­tional appeal, employ­ers should first think about their employ­ees’ shared con­cerns and vary­ing needs.

    One strat­e­gy for man­ag­ing mul­ti­ple gen­er­a­tion is cus­tomiz­ing ben­e­fits offer­ings to core demo­graph­ics.  For exam­ple, would your staff val­ue on-site child-care?  Would a retire­ment plan that high­lights the need for sav­ing ear­ly or tuition assis­tance be rel­e­vant for your employ­ees? Think about who your employ­ees are and which ben­e­fits are most like­ly going to sup­port their success.

    Many employ­ees are con­cerned about their finan­cial well­ness.  Sev­en out of 10 new col­lege grad­u­ates each owe $37,000 or more.  These unprece­dent­ed lev­els of stu­dent debt make finan­cial con­cerns a pri­ma­ry con­cern for Mil­len­ni­als and Gen Z.  Gen Xers share finan­cial con­cerns as they look to pay for their children’s edu­ca­tion. While fear of not sav­ing enough for retire­ment is a con­cern for all age groups, it is most con­cern­ing to Baby Boomers and Tra­di­tion­al­ists for whom retire­ment is around the corner.

    Gen X val­ues ben­e­fits that sup­port bet­ter work-life bal­ance, such as care­tak­er sup­port, flex time, well-being and sup­port and finan­cial pro­tec­tion.  Mean­while, Gen Zers favor ben­e­fits that sup­port career growth, men­tal health and diver­si­ty, equi­ty, and inclu­sion pro­grams and perks that relate to job secu­ri­ty, a key con­cern for this generation.

    While every gen­er­a­tion faces uncer­tain­ty at dif­fer­ent stages of life, Mil­len­ni­als are more like­ly to pur­chase legal insur­ance com­pared to oth­er gen­er­a­tions. Many Mil­len­ni­als start­ed work­ing dur­ing a reces­sion which has great­ly affect­ed how they view their long-term careers. Mil­len­ni­als have adopt­ed an “any­thing can hap­pen” men­tal­i­ty and are will­ing to pay for peace of mind to be finan­cial­ly stable.

    To han­dle the unex­pect­ed, health, den­tal, vision and life insur­ance are all val­ued tra­di­tion­al ben­e­fits and are espe­cial­ly impor­tant to Baby Boomers and Tra­di­tion­al­ists.   Some Tra­di­tion­al­ists and Boomers may not be full-time employ­ees.  Com­pa­nies employ­ing more of this gen­er­a­tion of work­ers should offer some sort of well­ness ben­e­fits like gym mem­ber­ships or health services.

    Beyond the core offer­ings like health care and retire­ment sav­ings plans, employ­ers can offer a menu of non-med­ical vol­un­tary ben­e­fits that employ­ees can select based on their indi­vid­ual needs.  Those might include legal insur­ance, care­giv­er leave, stu­dent debt assis­tance or tuition reim­burse­ment, on-site child-care, pet insur­ance, finan­cial coun­sel­ing, acci­dent insur­ance and more.

    Whether a Boomer or a Gen Xer, all employ­ees want to feel con­fi­dent and informed about their health­care deci­sions. Qual­i­ty health­care that is acces­si­ble and afford­able is a pri­or­i­ty for all gen­er­a­tions.  Cre­at­ing a cus­tomiz­able ben­e­fits expe­ri­ence that rec­og­nizes the diver­si­ty across the multi­gen­er­a­tional work­force will like­ly result in employ­ee reten­tion and increased job sat­is­fac­tion as well as mak­ing recruit­ing top tal­ent eas­i­er.  By focus­ing on com­mu­ni­ca­tion, the ben­e­fits mix, and under­stand­ing what is impor­tant to each gen­er­a­tion, your com­pa­ny may well be on its way to a suc­cess­ful ben­e­fits strategy.

  • 6 Ways to Reduce Burnout When You’re Understaffed

    March 7, 2022

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    We’ve been both super busy and under­staffed recent­ly. Is there any­thing we can do dur­ing this time to help our employ­ees avoid extra stress or burnout before we can hire more employees?


    Yes. Here are a few things you can do to make this time run as smooth­ly and stress-free as possible:

    Remove nonessen­tial work duties: For the posi­tions that seem most stretched, make a list of tasks that could be put on hold (or per­haps reas­signed). You can invite input from employ­ees, too, but I’d rec­om­mend acknowl­edg­ing that they’re over­whelmed and say­ing that you’ll do your best to alle­vi­ate some of the pres­sure. Then hold off on nonessen­tial tasks until busi­ness slows down or you’ve increased your headcount.

    Allow for flex­i­ble sched­ul­ing: If employ­ees need to work longer hours on some days dur­ing the week, con­sid­er allow­ing them to work few­er hours on oth­er days of the week. Note that some states have dai­ly over­time, spread-of-hours, or split-shift laws.

    Bud­get for over­time: Employ­ees may need to work extra hours to keep up with the cur­rent demands of their job, so allow them to work over­time if you (and they) can swing it. If you’re pret­ty sure over­time will be nec­es­sary, inform employ­ees of that ahead of time, so they can plan accordingly.

    Ensure all equip­ment is fast and reli­able: It’s impor­tant to iden­ti­fy, trou­bleshoot, and cor­rect any slow or non­work­ing equip­ment issues (such as lap­tops, inter­net hard­ware, cash reg­is­ters, or vehi­cles). If not resolved, these issues can slow down work and add to everyone’s stress.

    Look for ways to auto­mate: Con­sid­er whether any of your employ­ees’ man­u­al and time-con­sum­ing tasks could be elim­i­nat­ed or sim­pli­fied with the use of new or dif­fer­ent technology.

    Increase safe­ty pro­to­cols: Employ­ee absences relat­ed to COVID have cre­at­ed a sig­nif­i­cant strain for many employ­ers dur­ing the pan­dem­ic. Shoring up your safe­ty pro­to­cols may reduce the risk of COVID-relat­ed absences because of sick­ness or expo­sure. Depend­ing on your cir­cum­stances, exam­ples include improv­ing ven­ti­la­tion, encour­ag­ing or requir­ing vac­ci­na­tion, requir­ing employ­ees to wear masks, and allow­ing employ­ees to work remote­ly when possible.

    By Megan Lemire

    Orig­i­nal­ly post­ed on Mineral

  • Show Your Heart Some Love

    February 28, 2022

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    Feb­ru­ary is Amer­i­can Heart Month, a time when all peo­ple can focus on their car­dio­vas­cu­lar health. Do you know how to keep your heart healthy? You can take an active role in reduc­ing your risk for heart dis­ease by eat­ing a healthy diet, engag­ing in phys­i­cal activ­i­ty, and man­ag­ing your cho­les­terol and blood pressure.

    Heart dis­ease accounts for near­ly one-third of all deaths world­wide. Stud­ies and experts rec­om­mend exer­cise as an impor­tant way to main­tain­ing a healthy heart, but your diet plays a major role in heart health and can impact your risk of heart dis­ease. The most impor­tant fac­tor in healthy eat­ing is hav­ing a bal­anced diet, watch­ing por­tions, and eat­ing foods you actu­al­ly enjoy. This will allow you to stick with it for the long term.

    Let’s take a clos­er look at the 4 key fac­tors for a heart healthy diet and exam­ples of how you can incor­po­rate them into your dai­ly life:

    1. Fruits and Vegetables:
    Leafy green veg­eta­bles are well known for their wealth of vit­a­mins, min­er­als, and antiox­i­dants. An analy­sis of eight stud­ies found that increas­ing leafy green veg­etable intake was asso­ci­at­ed with up to a 16% low­er inci­dence of heart disease.

    2. Healthy Proteins:
    Lean meat, poul­try and fish, low-fat dairy prod­ucts and eggs are some of your best sources of pro­tein. Legumes – beans, peas and lentils – are good, low-fat sources of pro­tein and are a good sub­sti­tute for meat. Also, sub­sti­tut­ing plant pro­tein for ani­mal pro­tein – ie. a black bean burg­er for a ham­burg­er – will reduce your fat & cho­les­terol intake and increase your fiber intake.

    3. Healthy Fats:
    Not all fats are bad. Foods with monoun­sat­u­rat­ed and polyun­sat­u­rat­ed fats are impor­tant for your brain and heart. Lim­it foods with trans-fats, which increase the risk for heart disease.

    4. Whole Grains:
    Whole grains are good sources of fiber and oth­er nutri­ents that play a role in reg­u­lat­ing blood pres­sure and heart health.

    Eat­ing heart healthy is a lifestyle, it’s about nutri­tion, bal­ance and retrain­ing our mind to make bet­ter food choic­es. What you eat can influ­ence almost every aspect of heart health, from blood pres­sure and inflam­ma­tion to cho­les­terol lev­els and triglyc­erides. A well-bal­anced diet can help keep your heart in good shape and min­i­mize your risk of heart dis­ease. With plan­ning and a few sim­ple sub­sti­tu­tions, you can eat with your heart in mind!

  • Pros and Cons of the Gig Economy

    February 22, 2022

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    Since the start of the pan­dem­ic, the gig econ­o­my has become more ubiq­ui­tous. Human Resources lead­ers need to under­stand the new kind of work­er attract­ed to the world of gigs, and learn how to make that kind of non-tra­di­tion­al work­er fit into their teams.

    Some mis­tak­en­ly believe that the gig econ­o­my, also known as the shared econ­o­my, only refers to on-demand jobs like dri­ving for Uber or Lyft or mak­ing Ama­zon deliv­er­ies. How­ev­er, it is also applic­a­ble to white-col­lar jobs. It’s becom­ing a solu­tion for employ­ees, who need more flex­i­bil­i­ty, and employ­ers, who need tal­ent dur­ing a his­toric labor short­age. The HR Exchange Net­work’s State of HR Report revealed that HR lead­ers hold flex­i­ble work cul­ture as a top pri­or­i­ty, sec­ond only to employ­ee engage­ment and expe­ri­ence. Buy­ing into gig work might be a way to address both those priorities.

    What Is the Gig Economy?

    “The gig econ­o­my is a free mar­ket sys­tem in which tem­po­rary, flex­i­ble jobs are com­mon­place and com­pa­nies bring on inde­pen­dent con­trac­tors and free­lancers instead of full-time employ­ees, and in many cas­es, for short-term engage­ments,” accord­ing to Embro­ker.

    A look at the num­bers demon­strates how impor­tant it is for HR lead­ers to pay atten­tion and get up to speed on how this new kind of work arrange­ment could influ­ence their busi­ness. By 2023, the glob­al gig econ­o­my is expect­ed to be a $455 bil­lion indus­try, accord­ing to Har­vard Busi­ness Review. Two mil­lion new work­ers joined the U.S. free­lance work­force in 2020. In fact, one in three work­ing Amer­i­cans rely on free­lanc­ing for all or part of their income. Gallup esti­mates rough­ly 57 mil­lion Amer­i­cans are gig work­ers, accord­ing to Forbes.

    “The rapid­ly accel­er­at­ing growth of the gig econ­o­my rep­re­sents one of the most sig­nif­i­cant and all-encom­pass­ing chal­lenges faced by Human Resources pro­fes­sion­als,” accord­ing to SHRM. “The fun­da­men­tal ques­tion is whether Human Resources can demon­strate the agili­ty to lead the change in cul­ture, pro­grams, process­es, and poli­cies orig­i­nal­ly designed for work com­plet­ed by full-time employ­ees to a new era when more of the work is being com­plet­ed by a tal­ent port­fo­lio increas­ing­ly rep­re­sent­ed by con­tin­gent work­ers (also referred to as gig­sters, free agents, tem­po­rary help, agency work­ers, on-call work­ers, con­tract work­ers, inde­pen­dent con­trac­tors, or freelancers).”

    Pros of the Gig Economy

    Affordable Labor

    A full-time employ­ee requires a salary and ben­e­fits. You have to make hefty invest­ments in train­ing and career pro­gres­sion. Hir­ing an on-demand work­er elim­i­nates the need for all that. You pay them per project or on an hourly basis for as long as you need them. They usu­al­ly can work remote­ly or only need to come into an office or place of busi­ness on a lim­it­ed basis.

    Specific Skills or Talents

    Some­times, you need an expert in an area for one or two projects and not on a reg­u­lar basis. Being able to hire con­tract work­ers as you need them means you can look for exact­ly what you need at that moment. You don’t nec­es­sar­i­ly have to wor­ry about well-round­ed skills like you might with a full-time hire.


    Free­lancers and on-demand hires offer flex­i­bil­i­ty. Even if you’re renew­ing a con­tract with one of them on a reg­u­lar basis, you only have to pay them for the work they actu­al­ly do. You can turn to them when the work demands more help or when their par­tic­u­lar ser­vice will enhance outcomes.

    Cons of the Gig Economy

    Carousel of Workers

    Team dynam­ics can be hard to pin down when you are always work­ing with dif­fer­ent peo­ple. Even if you con­sis­tent­ly work with the same free­lancers, they are not bound by the same par­tic­i­pa­tion expec­ta­tions as full-time work­ers. This can make it even more chal­leng­ing to define a cul­ture or help teams bet­ter collaborate.

    Different Kind of Relationships

    There’s more of a hier­ar­chy when you are work­ing with full-time employ­ees. Man­agers and super­vi­sors over­see their work and usu­al­ly pro­vide some sort of per­for­mance mea­sure­ments to track their progress. With free­lancers, you are their client. They are still work­ing for you, but it changes the dynam­ic of the relationship.

    This becomes most com­pli­cat­ed with con­tin­gent work­ers, who work con­sis­tent­ly for a com­pa­ny but with­out job secu­ri­ty or tra­di­tion­al ben­e­fits. They do this for a num­ber of rea­sons, includ­ing hav­ing more free­dom over their sched­ules, being able to work for oth­ers, and being their own boss. As a result, the con­tract dic­tates their work more than the man­ag­er does. How­ev­er, the man­ag­er or com­pa­ny could end up being a dis­sat­is­fied cus­tomer, and con­tin­gent work­ers can be let go at any time and you don’t have to prove they deserved to be fired.

    Lack of Routine

    If you’re work­ing with a blend­ed team – full-time employ­ees and free­lancers or con­tin­gent work­ers – you might have a hard time cre­at­ing a sol­id sched­ule or rou­tine for the group. Poten­tial­ly you could still get the job done, but full-time employ­ees might feel incon­ve­nienced or maybe even a bit resent­ful. They have to be in one place for a cer­tain amount of time, where­as their free­lance coun­ter­parts are free to work on their own clock.

    Obvi­ous­ly, there are pros and cons to the gig econ­o­my. But HR lead­ers can’t afford to ignore the fact that there is a soci­etal shift toward this kind of work­place, where peo­ple have more free­dom over their sched­ules, the kind of work they do, and even the rela­tion­ship they have with employ­ers. There’s still so much we have to fig­ure out when it comes to the gig economy.

    “Online gig work has grown increas­ing­ly com­mon in recent years – and yet there’s still lim­it­ed under­stand­ing of how to effec­tive­ly sup­port these non-tra­di­tion­al work­ers,” accord­ing to Har­vard Busi­ness Review. “While gig work­ers can ben­e­fit from greater flex­i­bil­i­ty and auton­o­my than tra­di­tion­al employ­ees, they also face unique chal­lenges: less job secu­ri­ty, few­er resources for career devel­op­ment, and often, a strong sense of alien­ation and dif­fi­cul­ty find­ing mean­ing in their work.”

    In fact, many reports have sug­gest­ed that HR lead­ers in the future will pro­vide access to resources regard­ing ben­e­fits like med­ical insur­ance instead of pay­ing for it as they would for a full-time employ­ee. Com­pa­nies may begin to sup­port co-work­ing spaces to pre­vent iso­la­tion of their con­tin­gent or free­lance work­ers. The point is that change is afoot, and HR lead­ers are paving the way for this new work paradigm.

    By Francesca Di Meglio

    Orig­i­nal­ly post­ed on HR Exchange Network

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