Employee Benefits Management

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

For businesses across the country, the way employees are thinking about work is changing. From financial security to flexibility and benefits, expectations are rapidly evolving. That means rethinking how you support your workforce – not just for the long-term, but in ways that address what your employees value and need most right now.   In my recent article with Entrepreneur Media, I outlined four practical strategies businesses can use to stay competitive:   1. Address the “now,” not just the “later.” Help employees manage today’s financial pressures through tools like emergency savings programs and student loan support. Retirement benefits matter, but they shouldn’t be the only financial support you offer.    2. Build an ownership culture. Equity programs aren’t just for large corporations. They can help smaller businesses deepen engagement and align employees with the company’s long-term success.    3. Close the gap between offering benefits and using them. Leaders play an important role in championing and normalizing resources. Even the strongest benefits won’t have an impact if your employees don’t understand or use them.    4. Invest in professional development. It doesn't have to be complicated – mentorship, career mapping, certifications and industry conference opportunities show employees that you value their growth.    🔗 Check out the full article here: https://lnkd.in/esGDCuCy

75% of benefits go unused. But some companies just cracked the code. According to HR Dive, new data reveals what we've been sensing: 73% of workers are financially stressed, affecting everything from productivity to retention. The solution isn't adding more benefits - it's making the ones you have actually accessible. I'm inspired by the HR leaders who are reimagining this completely. One client discovered their lowest-paid employees weren't using the 401k match - not from lack of planning, but because every dollar went to necessities. So they increased base pay first. Participation jumped from 20% to 78%. Another realized their wellness programs competed with second jobs. They created paid wellness time. Suddenly, those yoga classes filled up. The most innovative approach I've seen? A tech company that asked every employee: "What would need to change for you to use every benefit we offer?" The answers transformed their entire compensation philosophy. Here's what's working: • Emergency savings programs before retirement matching • Paid time for benefits education during work hours • On-site services that eliminate travel costs • Benefits that scale with income levels • Financial coaching that meets people where they are 82% of workers say benefits matter when job hunting. But they're not looking for more perks - they're looking for benefits they can actually use. The opportunity is massive: Imagine if that 75% of unused benefits became 75% of employees thriving. Your culture transforms. Your retention soars. Your people become your greatest advocates. The companies leading this change understand: When you build benefits around real lives, not ideal ones, everybody wins. What would it take for every person in your organization to fully use their benefits? That's where transformation begins. #WorkplaceCulture #EmployeeBenefits #FutureOfWork #PeopleFirst #HRInnovation

This is the 1 HR rule that needs to be broken in 2025. One-size-fits-all benefits. Your employees don’t want “trendy” perks. They want benefits that actually benefit them. Yet, companies still hand out one-size-fits-all benefits like it’s 1999. What millennials and Gen Z need from their workplaces is vastly different from what Gen X and Boomers need. But benefits packages haven’t caught up. A 2023 survey by Mercer India found that 67% of employees want more flexibility in choosing their benefits. But instead, they get rigid policies designed for another era. Look around your workplace. ✔ A 25-year-old software engineer in Bangalore would prefer student loan assistance over an outdated LTA scheme. ✔ A working mother in Delhi needs subsidised daycare, not a “wellness webinar” on work-life balance. ✔ A sales leader in Mumbai wants fuel reimbursement instead of a free “corporate cab service” that doesn’t even work in his area. The problem? Most companies assume what employees need instead of asking them. How HR can fix this in 2025: ✅ Give employees a say: Offer customisable benefits, whether it’s swapping health insurance for financial incentives, trading paid leave for higher bonuses, or opting for home office setups instead of gym memberships. ✅ Understand generational shifts: Younger employees prioritise financial independence, flexibility, and mental well-being. Their benefits should reflect that. ✅ Move beyond blanket policies: If one-size-fits-all doesn’t work for salaries, why does it work for benefits? Retention isn’t about fancy perks. It’s about giving employees what actually improves their lives. 2025 is the year we stop handing out tone-deaf benefits and start designing workplaces that truly support people. #HRleadership #futureofwork #employeeexperience Arvind Usretay, Rohit Ramani

“Is unlimited PTO a green flag? Does it mean the company is great?” A CareerWareer client asked me this recently. A few years ago, I would have said yes. I worked at a company with unlimited PTO and took more time off than most companies in Asia typically offer (usually 14-21 days). You may have also seen people share stories of extended globetrotting holidays during off-peak seasons, made possible by unlimited PTO - and thought, “That must be a great place to work.” But after some time of seeing (and hearing) dynamics in various organizations, I’m now more nuanced. Here’s why unlimited PTO isn’t always a green flag: 1) Unlimited PTO can come with unlimited expectations: When there are no set guidelines, people can feel unsure about what’s acceptable and hesitate, especially if no one else is taking time off. In high-performance cultures, unlimited PTO can quietly morph into no PTO, because rest can feel like a risk when work never stops. 2) Managers can make or break it: Your ability to take meaningful time off depends less on company policy and more on your direct manager. If your boss respects boundaries and encourages unplugging, you’ll likely feel safe taking leave. If they send Slack messages on weekends and make comments like “wow, it must be nice to take a break,” that same policy can feel like a trap. 3) Culture eats policy for breakfast: This is very true! It doesn’t matter how generous the policy is if the culture doesn’t support it. If leaders model non-stop hustle and subtly reward those who “push through,” you will quickly learn that rest is frowned upon, even if it’s not said outright. PTO becomes a theoretical versus practical benefit. If you are interviewing at a company with unlimited PTO and wondering if this is a perk, here are 3 questions I would recommend asking: 1) Do leaders and managers here take visible time off themselves? How many days off do people actually take here on average? 2) What’s your team’s approach to covering for one another when someone’s away? 3) Can you share an example of someone taking PTO and how was that supported? Unlimited PTO can be a wonderful perk, but only when the culture, leadership, and operations support it. Don’t just ask what the policy is but ask how it lives in practice (or not).

It doesn't matter how amazing your benefits package if your team doesn't use it. I've learned that what I value might not be the same as what my team values. As I shared on Episode 136 of "Build to Enough," at Little Fish, I've implemented unique benefits that make my employees feel valued while also recognizing that they are human. For example, I offer "Sick and Sad Days"—time off that isn't counted against anyone if they're sick or just can't do it that day. I wanted to ensure they have room to take time off when they aren't at their best. We also close for five weeks out of the year: one week during spring break for tax season, one week at the end of summer, and two weeks at the end of the year. These breaks are automatically built in and fully paid for everyone. We offer flexible work hours with some overlapping core hours, but they can work at a time that suits them best. Plus, we have an annual all-expenses-paid company retreat, a 401k match, and internet reimbursement. Now, I didn't start with all of this. Bit by bit, I figured out what made the most sense for the business and what the team actually wanted. If you're looking to develop a benefits package that truly supports your team, here are some steps to consider: 1. Assess your team's wants and needs - Ask them what they value and what perks would make a difference in their lives. 2. Prioritize core benefits - Focus on essentials like PTO, health benefits, and retirement plans, but don't forget to explore other perks. 3. Research your options - There are many health and retirement plans available for small teams. Do your homework to see what will work best for your team (and your budget 😉 ). 4. Consider supplemental benefits - Look for inexpensive perks that have a significant impact, like flexible hours or remote work options. 5. Maximize your budget - Allocate a specific amount for benefits and make the most of it. Seek group buying opportunities and tiered benefits to offer more without overspending. 6. Review and adjust regularly - Benefits aren't a set-it-and-forget-it deal. As your team evolves, so should your benefits package. Creating a benefits offering that truly supports your team not only helps retain your current employees but also makes your company a place where people want to work.

𝗧𝗢𝗫𝗜𝗖 𝗩𝗔𝗖𝗔𝗧𝗜𝗢𝗡 When did time off become such a hassle in the US?  Most US workers use about half of their paid time off.  One in three say they would take a pay cut to get unlimited time off.  However, other research shows that in organizations with unlimited PTO employees take less time off compared to workplaces that do not have that policy.  Last month in one of my newsletters, I shared this strip from my comic strip hobby: Cres: Mondays are the worst. Gwen: Nope. Days off. Cres: Explain.  Gwen: Monday is bad on Monday. Cres: And time off? Gwen: You pay before, during, and after. That is the American reality.  There is a strong workaholism vibe.  It’s driven both by our Protestant work ethic background and deteriorating economic realities that require more hours or jobs per person to make ends meet.  Professionals fear missing work will be viewed as a lack of dedication.  Many managers who don’t take enough time off themselves apply pressure resulting in employees who feel discouraged or looked down upon if they take time off.  People believe it will impact their performance reviews and future opportunities.        At a minimum, those who take time off experience a unique form of professional dread before, during, and after.  Before they leave, they stress about getting ahead, making sure others can properly cover them, and dealing with the comments or glances they are receiving from others.  During their time away, most are told not to untether, to stay reachable, and often to overtly do work while away from the office.  When they return, they find an inevitable pile up of work waiting for them to dig through. What used to be a chance to smile and recharge has become quite the opposite.  What results is guilt, worry, resentment, and ever creeping stress that pushes too many towards burnout.  So, what can be done about this? There are some good best practices for companies that care.  Leaders can openly take their vacation and encourage the same from others.  Unplugging when away should be normalized.  It’s easy to automate the process of ensuring people don’t work when they’re away.  I’ve even seen penalties for violating this rule.  Projects can initiate formal stopping points when key people step away so all constituents know about it, know who to call if needed, know when the relevant person will be back at work, and so on.  Formal tracking of PTO used and balances remaining should be communicated regularly to encourage use.  Mandatory minimums and rollover of unused time help.  Some even use incentives (including extra time off) if PTO is schedule early in the year.  I’m fascinated by business and how we can do business better… vacation should be fun time off!  What do you think?  Please speak up and share: What’s your view and what’s it like where you work regarding the use of PTO? #PTO #worklife #motivation #stress #leadership

Eli Lilly and Company’s decision to move pharmacy benefits for 23,000 employees from CVS Caremark to Rightway signals a real shift in the PBM landscape. This is more than a contract change. It reflects growing demand for transparency, cost clarity, and value alignment in healthcare. Rightway’s model is gaining traction among large employers seeking simpler pricing and better control of specialty drug spending. Genentech and Tyson Foods have already made similar moves, showing clear momentum in the market. Why this matters 1. The Big 3 PBMs still control about 80 percent of the pharmacy market, so movement by major employers signals meaningful disruption. 2. GLP1 therapies and other cardiometabolic drugs are reshaping spend, making transparent pricing models increasingly attractive. 3. Competitive pressure may push traditional PBMs to modernize pricing, contracting, and employer engagement. For healthcare leaders, clinicians, and innovators, this shift affects access, formulary strategy, and the broader economics of obesity and diabetes care. If more employers follow Lilly’s lead, we may see real structural change in how medications are priced and delivered nationwide. What do you think this shift means for the future of drug pricing and patient access? https://lnkd.in/eU-ndtdP

Eli Lilly’s decision to drop CVS Caremark as its pharmacy benefit manager (PBM) and transition its ~50,000 employees to Rightway marks a significant inflection point in the rapidly evolving intersection of biopharma innovation, payer dynamics, and digital health ecosystems. Technologically, this signals the growing tension between drug manufacturers and PBMs, as AI-driven personalization and real-world outcomes data increasingly challenge traditional formulary models. Lets analyze.. CVS’s move to favor Novo Nordisk’s Wegovy over Lilly’s Zepbound underscores how data-driven reimbursement algorithms, rebate structures, and formulary optimization now shape access to breakthrough metabolic therapies as much as clinical efficacy does. For Lilly, leveraging Rightway—a tech-enabled PBM with transparent pricing and real-time analytics—reflects a strategic pivot toward direct data ownership, patient engagement, and precision benefits management. In a broader life sciences context, this is emblematic of how pharma companies are reimagining themselves as integrated digital health platforms, using AI, cloud interoperability, and closed-loop patient data to reclaim influence over the value chain—from molecule to member. It’s not just a benefits shift; it’s a signal of the decentralization of healthcare economics, where trust, transparency, and technology redefine who controls the patient experience in the era of metabolic therapeutics. As AI-driven personalization, real-world evidence, and transparent pricing gain momentum, traditional formulary and rebate structures are being challenged. The balance of power is shifting from intermediaries to ecosystems built on data, trust, and outcomes. Pharma, payers, and employers are re-architecting benefits around transparency, interoperability, and precision engagement — redefining how therapies reach patients and how value is measured. In short this is the new frontier: the decentralization of healthcare economics. Where technology, not just policy, determines who controls access, experience, and equity in care. #Trust + #Transparency + #Technology. The new trinity of the digital health era. #LifeSciences #DigitalHealth #AI #PBM #HealthcareInnovation #MetabolicHealth #DataEconomy #IBMConsulting #AgenticAI

We've offered unlimited PTO at my firm from the beginning. But we just changed the policy— So that people will take more PTO.  I decided not to limit PTO thinking it would be great for my team. I want people to have autonomy and freedom in their jobs. And I don't want (or need) to babysit. People are adults. But what actually happened was that people weren’t taking the time off. We've seen that removing the limits on PTO created a lack of clarity around the expectations. Because unlimited PTO isn’t literally unlimited. There is a limit. You can’t just leave for 2 months. So instead of a great benefit, it was almost like I’d accidentally set a trap for my team. Nobody wanted to be the person to find out where the real line was. People took less time off, the exact opposite of what we intended. So last month, we sent out an email about the new policy:  PTO is still unlimited. But we have a mandatory minimum of 10 working days off each year.  Employees just need to request the days two weeks in advance so we can manage workflow.  The response has been surprising, one of the biggest morale boosts I’ve seen in my firm.  If you’ve run into this problem with your PTO policy, consider adding a mandatory minimum. And if you have any insights on unlimited PTO, I'm interested to hear them.