Home About IBI Membership+ Products+Services News+Events Annual Forum Help!

Paste link in Email or Instant Message:

This content is available to members only. Please click here to login or, if you are not a member, click here to find out more about free one-year memberships for employers or other IBI Membership options.

You have insufficient permissions to view this resource. To find out more about available IBI Memberships click here.

Displaying documents 1 TO 8 of 14 found

1 2 Next »

Getting Started: How Four Companies Launched Their Health & Productivity Initiatives

May 2003

Peter R. Mead

ChevronTexaco, Comerica, Textron and University of Michigan: each employer has a unique culture and operations environment; each makes unique demands on its health and productivity (H&P) initiative. ...

Brief

Summary

Full

Hughes Electronics Corporation : Integrating Outsourced Wellness and Disability Management

October 2002

Annmarie Geddes Lipold and William P. Molmen

In response to cost-cutting calls by its CEO, Hughes Electronics helped pioneer integrated disability management in 1994 when it adapted its successful workers’ compensation (WC) nurse case management ...

Brief

Summary

Full

LSI Logic - The Modular Path to Integration

September 2002

Peter Mead

LSI Logic outsourced components of its workers’ compensation and disability programs to a single vendor over 14 years. The result: an IDM program that has produced substantial savings, dramatic ...

Brief

Summary

Full

Getting to Benefits Integration: Lessons from Employers that Implemented Health & Productivity Management

July 2001

Peter R. Mead

This report summarizes the experience of 11 employers in implementing Health & Productivity Management through integrating their employee benefits. Employers found numerous short-cuts to avoid ...

Brief

Summary

Full

Steelcase : Transforming RTW in the Incentivized Workplace

March 2001

Peter R. Mead

A February 2001 IBI study shows employee satisfaction surged 48% over four years while disability costs dropped as Steelcase launched its integrated disability management program for workers' compensation, short-term disability, long-term disability and federal Family and Medical Leave Act. Impetus for change came from employee confusion about traditional, disjointed employee benefits delivery and management concern about administrative redundancy. Early and effective return to work (RTW) was critical both to the injured employee and to Steelcase, prompting Steelcase to develop new incentives and programs to encourage RTW regardless of injury cause. Steelcase merged benefits plans in a single vendor but left benefits silos intact while gathering benefits delivery in a common, centralized claims administration unit. Senior management approved the initiative with a modest first-round budget that included increases only for information systems modifications.

Brief

Summary

Full

Nationwide Insurance Company: Ramping Up the Front End of Case Management

June 2000

Peter R. Mead

A study of a major white-collar employer shows that even incremental benefit integration strategies can bring about significant savings and organizational efficiencies. Through a program implemented companywide in 1998, Nationwide Insurance Company reduced overall disability duration by 20 percent and gained administrative savings and more efficient and effective internal information flow without reorganizing the company's benefits management structure or revamping existing benefits data systems. Nationwide's experience reaffirms that benefits integration is a pragmatic, flexible route to true cost savings and productive organizational change.

Brief

Summary

Full

County of San Bernardino

March 2000

Peter R. Mead

California's San Bernardino County adopted an integrated benefits approach to health and productivity management in the face of limited budgets, geographic dispersion, diffused benefit administration structures, fragmented data systems and absence of baseline cost information. The county sought to enhance employee satisfaction, improve productivity and reduce costs despite facing internal obstacles common to employers.

Brief

Summary

Full

Pitney Bowes Inc.

June 1999

Peter Mead

Pitney Bowes approached integration to moderate alarming potential trends in healthcare costs. Fragmented insurers and multiple healthcare providers made it difficult to identify and capture potential cost savings. Administration for most benefits resided in the same unit, reducing turf concerns, but there was no structure to actively promote cooperation, and benefit delivery was paternalistic and inflexible. Integration advanced a corporate culture to promote employee satisfaction and create a win/win for both employees and the company.

Brief

Summary

Full

Employer Value Supplier Value Member List

IBI Benchmarking is available to IBI Benchmarking Members only. Please click here to login or, to find out more about IBI Benchmarking, click here.

IBI Benchmarking is available to IBI Benchmarking Members only. To find out more about IBI Benchmarking, click here.

Latest IBI Research 2010 IBI Plans Free IBI Employer Membership

2011 IBI/NBCH H&P Forum

2011 IBI/NBCH H&P Forum - San Francisco RFP Available 2010 Summary and Press