Understanding Integration: Benefits Integration Is For Employees, Too
Oftentimes, employers seek employee satisfaction as a specific benefits integration goal, both for its influence on cost reduction and as an important goal in its own right.
Studies by IBI and others highlight some of the simple things that employers can do to enhance employee satisfaction. Communication always heads the list, whether through a case manager, return-to-work coordinator or simply a caring call by the supervisor. Studies also show that most workers value being at work. Integrated programs that combine communication and an emphasis on return to work do much to enhance employee satisfaction.
Case Studies
Pitney Bowes integrated its employee benefits to moderate alarming potential trends in healthcare costs. Integration plans were premised on a corporate culture intent on promoting employee partnerships. Pitney Bowe’s integration goal was straightforward: maintain or improve quality benefits while containing costs.
Steelcase, which made employee satisfaction a primary measurable goal for its initiative, found employee satisfaction increased 48% over four years. In fact, satisfaction scores on a 4-point scale topped out at 3.4, prompting Steelcase to design a more sensitive 6-point scale to capture attitude swings and provide a higher ceiling for positive responses.
County of San Bernardino’s satisfaction survey generally was positive, but found employees were much more likely to give the initiative high marks than their supervisors, by a margin of 67.3 percent vs. 47.1 percent. Employees liked the service by the initiative’s "care coordinators." These divergent scores identified a need for the initiative to do more to deliver resources to supervisors.
Nationwide found that benefits changes concurrent with an integration initiative launch can confuse employee satisfaction measurements. Nationwide’s survey results following the initiative’s rollout showed 61% of employees satisfied and 35% dissatisfied. Integration implementation coincided with a redesign of the salary continuation benefit. Hard feelings about an apparent take-away probably spilled over into employees’ reactions to the initiative. Nationwide learned that a communications program was essential to explaining the changes to employees.
At Owens-Corning, 90% of 2,000 employees surveyed were satisfied with disability management services.
