In an employee-favored job market, many high-value employees are likely to take their talent elsewhere if their needs are not being met. (Photo: Shutterstock)
Complex employee needs — such as those experienced by remote workers and “gig” economy workers (such as project or contract workers) — are beginning to throw HR managers for a loop. At the same time, a booming economy and strong job market mean employees are, perhaps, more likely to feel emboldened to move on to another company if their needs are not being met.
Fortunately, one solution to help support these workers is having a robust disability management program in place. How can you help HR managers choose a disability management program that satisfies some of their ever-changing needs?
|Supporting the invisible worker
As the number of remote workers, gig workers and part-time workers continues to increase, accommodating these nontraditional employees remains a challenge for employers. Recently, we conducted research that showed only 38 percent of HR managers felt ready to support remote workers. At the same time, just 16 percent felt ready to address part-time employees and gig workers.
This makes sense — most employers consider more readily the immediate needs employees have, such as medical care, which are what traditional benefits plans are designed to address. But how do employers provide additional assistance for the nearly 4 million Americans who work remotely?
Research points to a robust disability management approach. Programs that provide individualized care through return-to-work support can actually create the conditions remote and part-time workers need to successfully bring them back into their designated work-spaces.
|Adapting to changing needs
In addition to being wary about supporting remote workers, HR managers feel unprepared to support other changing needs. Our research found that just 27 percent of HR decisionmakers felt ready to support family and elder care issues, and just 25 percent felt ready to support drug addiction.1 Additionally, fewer than half of employers surveyed felt confident in helping to accommodate employees with chronic health conditions, including mental health and musculoskeletal conditions; although, at the same time, half of respondents received requests to do so annually.
Failing to address these needs can have disastrous effects. In addition to poor work performance and increased employee absence, workers are increasingly looking for solutions — sometimes elsewhere. In an employee-favored job market, many high-value employees are likely to take their talent elsewhere, leaving critical positions open because of lagging benefits. Addressing these rising trends will be a top priority for HR managers looking to keep quality employees and provide them with the support they need to remain in their positions and effectively contribute to their organizations.
|Sending in reinforcements
Benefits professionals must be the reinforcement HR managers desperately need in a changing workplace landscape. By recommending disability management programs that support both absence and disability needs, you're filling a critical role as a liaison for companies struggling to provide for their employees.
While not all employers will be keen to make structural changes to their disability management policies, the numbers don't lie: of employers with formal programs in place, 32 percent averaged greater employee productivity, 36 percent averaged higher workplace morale and 40 percent averaged improved employee retention.
Additionally, the investment in proactively addressing employee needs outweighs the costs. Almost 70 percent of HR decision-makers at large companies and one-third at small companies say they've experienced complaints or lawsuits related to their underwhelming disability management practices. A near-universal 92 percent of all survey respondents said that formal employee disability programs had helped control costs and reduced exposure to risk.
Armed with the knowledge that strong disability programs improve employee productivity, reduce employer exposure to risk and improve retention in an employee market, HR decision-makers are far more likely to consider bolstering their current programs at your advice. Now is the time to communicate with employers and tell them that it's time to call in reinforcements.
Jung Ryu, national accounts practice leader for The Standard, is responsible for developing comprehensive disability management solutions that address the whole person to meet the needs of the most complex clients. He provides recommendations in all aspects of benefits ranging from core to ancillary products and is focused on providing strategic direction and advising stakeholders on the latest benefits trends. His experience includes helping organizations develop multiyear health care strategies, creating ideas around operational efficiency and cost avoidance in health and retirement as a Big Four consultant, and as head of Total Rewards for a major insurance carrier.
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