HR company publishes top 5 HR trends to watch for in 2012

As the business of HR continues to revolutionize and grow, many trends can be named for what is expected in the future. HR company CanopyHR Solutions has narrowed down the possibilities and compiled a list of the top five HR trends coming down the pike in 2012:

1. SaaS and cloud technology. Tech buffs are over the moon about cloud computing and Software-as-a-Service (SaaS), innovations that are reshaping the way HR technology functions. "The cloud" is where data and applications-including SaaS data and applications-can be remotely stored and accessed on demand from any device with Internet access. SaaS is also referred to as "on-demand software," a pretty straightforward description of both its function and its advantage. Users can now access not just files and data remotely, but the software they use to manipulate that data. This unprecedented access has the potential to revolutionize the ways companies manage critical HR processes and evolve HR to contribute even more to their success. Cloud computing streamlines recruiting, screening, payroll and both workforce and performance management, among other functions. It also allows for rapid deployment of pre-configured technology solutions and quickly connects HR initiatives throughout any size company. These are just some of what makes cloud technology such a powerful tool in both cost control and greater effectiveness.

2. HRMS implementation. Heaping additional duties on a busy HR team requires meticulous management. Technology saves the day again here with robust Human Resources Management Software (HRMS) programs. The best are designed to simplify tasks related to managing employees and workforces, although there are also features available to ensure compliance with tax laws and healthcare reform mandates. Automation and built-in controls help HR professionals maintain accuracy and increase efficiency-freeing them up for the additional responsibilities many HR departments are beginning to take on.

3. Going paperless. Early promises to go paperless failed to materialize, but technology has finally evolved to support the delivery of paperless workplaces in a practical way that works in the real world. Again, we have cloud computing to thank for these solutions, which allow for secure information sharing with designated HR personnel. Benefits abound. Secure information access helps facilitate telecommuting, an option that makes a company more attractive to some of the best employees. And by making that access more efficient-employees can store, search, retrieve, copy and send documents much more quickly-so, productivity also gets a big boost. Carefully designated access rights, tracking and routing increase the speed of business while simultaneously increasing accountability. The ability to retain electronic document copies is an easy sell among companies concerned about compliance with HIPPA, OSHA, the EPA and tax auditors, because failure to maintain proper documentation can often carry stiff penalties. The benefit to a green environment is obvious; less paper consumption and waste means lower costs-including costs to the planet.

4. Contingent workers. The search for an adaptable workforce and labor cost containment has sent utilization of contingent workers skyrocketing. The sector comprises consultants, temps, freelancers and contractors — those who can get the job done but aren't on the official payroll. Companies are finding that these flexible non-employees can bridge the gaps in skills and talent left by retiring Baby Boomers and a pared-down workforce. As independent talent, these workers aren't entitled to benefits packages and they're not subject to the same payroll taxes as permanent employees. Because they're not part of the organized workforce, this segment can provide challenges when it comes to inadequate technology and resources, poor data management and spotty communication of company policy. Ideal handling of a contingent workforce relies on HR pros with a solid understanding of their unique requirements.

5. Workplace wellness. A broken healthcare system and soaring costs have inspired countless employee-benefits managers to find new solutions that add options without piling on costs. Many are opting for wellness programs, which add a layer to health insurance offerings as well as lowering costs, increasing productivity and demonstrating a responsible commitment to employees. The surge in popularity of wellness programs couldn't come at a better time; Americans are struggling with preventable conditions like obesity, diabetes and respiratory health problems at record numbers. Those chronic conditions eat up as much as 75 percent of healthcare spending in the United States. Wellness initiatives target things exercise, quitting smoking and weight management. Companies that offer employee incentives for addressing these health concerns may find themselves with healthier, happier employees and insurance savings that could potentially offset the program costs.

Source: CanopyHR Solutions; www.canopyhr.com.

Health Care Reform Summary

Impact on Employers
April 6, 2010

With the passing of Health Care Reform legislation, the resulting overhaul of our country’s health care financing system is the single most important piece of Federal social legislation our generation has ever seen. There has been a broad consensus to expand affordable health coverage, reduce systemic waste and inefficiencies, and increase quality. With these goals we will ultimately achieve lower health care. This legislation outlines broad changes to the current system with significant enhancements to help support these goals. Most of the impact will take effect in 2014 while some changes will occur sooner.

After reading the 2,500 page legislation, attending webinars, and consulting with other colleagues, I have prepared a detailed review of the legislation that impacts employers and our nation as a whole. Outlined below is a summary that could also be used as a hand out for employees. If you would like to discuss the legislation further, or would like the more detailed review, please contact me at cwatkin@ipswichfinancial.com.

Tax Credit. Starting with 2010 taxes, small businesses with fewer than 25 employees that pay at least 50% of the health care premiums for their employees qualify for a tax credit up to 35% of your premiums (50% after 2014 if you purchase insurance through an exchange). How much of a credit you'll get depends on the number of employees you have and their average wage.

Exchanges. Starting in 2014, the biggest potential benefit may kick in with the establishment of Small Business Health Options Programs – or SHOP exchanges. These will enable small companies (up to 100 employees) to pool together to have greater buying power. Theoretically, this should result in lower premium costs.

Subsidies. Starting in 2014, many self-employed individuals will qualify for a federal subsidy to help them afford the cost of purchasing health care. Those earning up to 400% of the poverty level will get assistance, or up to $88,200 for a family of four (at today's poverty level).

Medicaid. Starting in 2014, more lower-income individuals and childless adults would be covered by Medicaid, the federal health insurance plan for the poor. This can be a big help, especially for those just starting a business, without much income.

Mandatory employer-provided coverage. Small businesses – with fewer than 50 employees – are exempt from mandatory requirements. Businesses with more than 50 employees will be required to provide coverage as of 2014 or pay a fine. This is designed to help reduce occurrences of those going to the emergency room for care with no insurance.

Mandatory personal coverage. Also as of 2014, as an individual you will be required to have health insurance or pay a fine. If you have to pay more than 8% of your income for the cheapest plan, you're not penalized.

Pre-existing conditions. Starting in June 2010, individuals who have not been able to get insurance because of pre-existing conditions can join a high risk insurance pool. As of 2014, insurance companies cannot deny insurance to adults based on pre-existing conditions.

Adult children. Starting in September 2010, dependent children up to age 26 can be covered on their parent's policy. This is the same as what we have currently in MA.

Lifetime limits. Starting in September 2010, there can be no lifetime maximum limits on policies. Also, companies cannot rescind policies except for fraud.

Preventive care. Starting in September 2010, coverage must include basic preventive care. Many of the plans currently offered include preventive care.

Taxes. Starting in January 2013, if you make over $200,000 (individual) or $250,000 (family), your Medicare tax rate will increase from 1.45% to 2.35%. A bigger potential tax bite may hit small business owners who receive capital gains, dividend, or interest income with an additional 3.8% tax on that income.

"Cadillac" plans. Starting in 2018, employers who provide insurance costing more than $10,200 for individuals or $27,500 per family must pay a 40% tax on the excess cost of the premium. This could be a big burden on small businesses, as premiums are already nearing that level.

Is your company considering hiring new employees?

If so, there is now a tax credit that companies can take advantage of through the Hiring Incentive to Restore Employment Act (HIRE). Employers are encouraged to make hiring, pay and retention decisions as soon as possible, as the HIRE Act provides greater benefits to those employers that hire early and that substantially maintain their new hires’ wages.

On March 18, 2010, President Obama signed the Hiring Incentive to Restore Employment Act. Intended to spur employment, this statute creates significant tax incentives for employers to hire and retain workers. It applies to all for-profit and non-profit employers, regardless of size, and including public institutions of higher education. The HIRE Act exempts employers from Social Security taxes in 2010 with regard to each new employee who meets the following criteria:

• Begins employment after February 3, 2010 and before January 1, 2011;
• Certifies by signed affidavit, that he or she has not been employed for more than 40 hours during the 60-day period ending on the date when he or she begins the new employment.

The HIRE Act also increases the current year business credit with respect to each new hire who is retained for a full year, provided that the employee:

• Was hired by the taxpayer on any date during the taxable year ending after March 18, 2010;
• Was employed by the taxpayer for a period of not less than 52 consecutive weeks; and
• Whose wages during the last 26 weeks of this employment equal at least 80% of the wages for the first 26 weeks of this employment.

The tax credit for each retained worker is increased by 6.2% of the wages paid to the retained worker during the consecutive 52-week period. If an employer paid an employee $53,400 from now until the end of the year, it could save a maximum of $3,310. An additional $1,000 income tax credit is available to employers for every new employee retained for 52 weeks, to be taken on the employer’s 2011 income tax. Please contact your tax advisor or Ipswich Bay Advisors (978-777-6554) with any questions.

Additional COBRA Subsidy Extension - 2010

On March 2, 2010, President Obama signed the Temporary Extension Act of 2010 (H.R. 4691), which extends the eligibility period for the COBRA premium subsidy through March 31, 2010. The eligibility period, as previously extended by the Department of Defense Appropriations Act, 2010 (P.L. 111-118), had expired on February 28, 2010.

The law also expands the definition of "assistance eligible individual" to include as a qualifying event the loss of health care coverage because of a reduction in hours followed by involuntary termination of employment. The Act provides that individuals who had a reduction of hours between September 1, 2008 and March 31, 2010, followed by an involuntary termination of employment on or after March 2, 2010, shall be treated as incurring a qualifying event on the date of termination of employment. As a result, these individuals will be eligible for the COBRA subsidy. The period of COBRA continuation coverage, however, is determined as though the qualifying event was the reduction of hours. Group health plans must notify affected individuals within sixty (60) days following their termination of employment of their right to the COBRA subsidy.

The Temporary Extension Act also provides short-term extensions of several authorities, including those related to unemployment compensation, Medicare physician payments, Medicare therapy caps, surface transportation programs, flood insurance programs, retransmission of television broadcasts, Federal poverty guidelines, and Small Business Administration loan guarantees.

Weathering The Storm

“It wasn’t you,” the part time Boston Globe reporter was told when she was recently laid off. She went on to write an article explaining why that phrase was no consolation and provided no comfort for her hard work and career with the newspaper. Yes, she understood the cost cutting reasons for the layoff, but ultimately it was a dehumanizing experience. She writes, “But I should have known better. When someone dumps you, has it ever, in the history of humankind, actually helped to be told ‘It wasn’t you’?” What makes this downturn in the economy such a difficult time for those laid off is that, “when people who know you and your work say your qualities and qualifications don’t matter in a major decision like a layoff, all that you are is somehow negated. You’re a number.” These are very good lessons for companies facing today’s hard times.

As employers face these financial difficulties they are forced to strategically think of ways to sustain their business, while looking to the future. Maintaining a strategic mindset is a critical part of this process. Employers could either view employees as Costs to be cut OR Assets to be conserved and developed. Depending on how your organization is thinking, the decisions made will differ dramatically. Here are a few considerations when faced with having to reduce employees:

According to a recent Society for Human Resource Management study, the average turnover rate for companies with no layoffs is 10.4%. A 5% reduction in force produces a 14.9% turnover rate and a 10% reduction in force produces a 15.5% turnover rate. As you can see, the impact of layoffs tends to trigger additional turnover.
* There are indirect costs associated with layoffs including heightened insecurity, reduced productivity and low morale.
* The tone and content of the terminations are critical. Leading with the heart and following with the head is the most effective. Show employees that you are compassionate, provide dignity, respect and adopt a “helping” relationship.
* Understanding the Survivor Syndrome will provide for an improved return to normal productivity levels. Fear and anxiety brings out the fight/flight response in individuals.
* Engaging camaraderie will bring people back to rational and logical problem solving, collegial environment allowing them to process the loss of their colleagues and move forward. * Lastly, re-igniting old company rituals or introducing new ones are a way to focus attention to the future. Give survivors a reason to stay and articulate your vision for the future will provide for successful teamwork through this difficult period.

Economical challenging times require creative solutions, especially among small and midsize employers who, despite budget constraints, are looking at cost-cutting measures, minimizing costs on retirement and health & benefit programs, and making effective decisions to help preserve key talent. After surveying a few companies, here are a few strategies that employers have introduced:

Inflexxion, located in Needham MA, is a health-related technology company that develops online interactive programs that reduce health-related risks, enhance clinical outcomes, and positively influence quality of care. This privately held company with over 87 employees was seeing revenues decrease due to the poor economic climate. As a result, they implemented cost management changes to reduce expenses. With these changes, Inflexxion is optimisitc that it will perform strongly in these challenging times.

To achieve these cost management changes, they formed an employee task force to evaluate what expenses should be cut. The five person task force did not include any senior management and met during lunch and after hours. The task force’s focus was to not disrupt the perception of Inflexxion as a great employer and to make sure that each implemented change made good business sense. Some of the changes included:
* Negotiating lower prices with some of their vendors;
* Eliminating free snacks in the kitchen, providing a boost for the vending supply company;
* Creating both cost and environmental awareness with employees by having everyone shut off lights, pitch in to water the office plants versus a plant company, and reduce unnecessary use of supplies;
* Temporarily stopping the employer match to the 401(k) plan with the intent to resume it in 2010;
* With the recent health insurance renewal, the company was faced with a 13% increase. The company decided to implement a high-deductible plan, and Inflexxion is covering the cost of the deductible. The increase to employees is marginal as a result.
* Eliminating one paid holiday. The task force is also considering a reduced four day work week in July;
* With salary reductions not an option, they chose to implement a hiring and salary freeze and lay off six employees;
* To boost morale, the group came up with great ideas. To start, they held a Wii bowling tournament in the office with the winner getting the prime parking space for a month. This has transformed into an after hours Wii bowling league.

National Braille Press (NBP), a non-profit organization, is weathering 2009 with a focus on managing to the budget. NBP is a Boston, MA braille printing and publishing company founded in 1927. The guiding purposes of NBP are to promote the literacy of blind children through Braille, and to provide access to information that empowers blind people to actively engage in work, family, and community affairs. As a non-profit company, they are seeing donations down with little options for staffing reductions, as their operations are already very tight. A key focus for them was to manage the endowment very carefully. With the downturn in the financial markets, regular reviews of fund performance with their investment committee were essential. As their employees saw many other employers reducing staff, they were asking “are our jobs safe?” To add fuel to their fears, an issue arose at the end of 2008 regarding the administration of their 403(b) plan which caused employees to feel their money was not safe either. To create a sense of stability, NBP responded immediately to the 403(b) plan issue and provided added employee communication through meetings and written communications. They have finalized their budget and believe that no future layoffs will be necessary as long as they can manage within their budget. They have also completed their benefits renewal. Expecting a 10% increase, they were able to reduce it to zero with some minor changes to employees out of pocket expenses. NBP is on a steady road for the remainder of 2009.

Dalton Electric Heating Co., Inc., located in Ipswich, MA, is weathering the storm by ensuring that no layoffs occur at the company. Dalton Electric is a privately held company founded in 1921 and manufactures industrial heaters. Dalton's Watt-Flex Cartridge Heaters and Diff-Therm Platen heaters are used throughout the world in manufacturing industries including aerospace, automotive, plastics, and composites. The company has worked closely with employees to reassure them that no layoffs will occur for as long as possible. They review financials each quarter and aggressively looked at cost-cutting measures for expenses. They have not made any benefit plan changes but froze salaries on 1/1/2009. Their business has slowed this year, but remains steady. The senior management is constantly reminding employees that their efforts are appreciated and have regular meetings to discuss the status of the company. Having a “being in this all together” approach has been well received by the employees and they are buying into making this all work. To date, Dalton has met their goal of no layoffs.
Beth Israel Deaconess Medical Center (BIDMC), a Boston MA hospital with over 6,300 employees was faced with cutting $20M from their budget at the beginning of 2009. Paul Levy, Chief Operating Officer, chose a unique strategy to achieve this goal. He has been writing on his blog for some time where he elicits feedback from employees and provides updates on the organization. He reached out to employees to help BIDMC achieve their budgetary reductions through his blog and received incredibly valuable and constructive solutions. It was estimated that 600 jobs were to be cut and the most important request from employees was to provide earnings protection to the lowest paid 900 employees. They requested that BIDMC find as many savings as possible so as to protect the lower wage earners from losing their jobs. This group would be financially impacted most significantly by any layoffs. Some cost savings measures implemented include:
· Temporary discontinuance of the employer match in the 401(k) plan.
· Suspension of earned time for six weeks, including no cash out option;
· Elimination of Blackberry and cell phone expense reimbursements;
· Elimination of the company barbeque;
· Executives voluntarily implemented pay reductions;
· Eliminated 70 positions based on structure changes and performance and suspended filling the 100 open positions.

By inviting employees to attend town meetings and collecting feedback from his blog, Paul Levy was able to achieve his goal for BIDMC. Through this process, employees appreciated feeling informed and invested in the future of the hospital.

In many ways this will be a milestone era for our country, companies and Human Resources. Roller coaster gas prices, a historic presidential election and unprecedented financial turmoil have created an atmosphere of uncertainty that most of us have never experienced. Through it all, we should remain strong and committed to providing our employees with honesty and compassion.