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 America stood still and in sadness in April with the tragic events that occurred on the campus of Virginia Tech University. Questions, doubts and constant review of the tragedy will play forward in the minds of campus officials and law enforcement officers as they attempt to understand what happened and what they could have done to prevent the tragedy.
This edition of Business Essentials includes a list of “Workplace Violence Warning Signs” and “Tips for Keeping the Workplace Safe.” As we have learned over the years, violence in the workplace has occurred in many fashions and in many businesses. It pays to be prepared and vigilant, and all of us at Business Essentials hope you will use this brief article, along with your own research on the subject, to prepare your practice in the event such an unforeseen situation arises.
Also included in this edition are articles on contemporary issues associated with employee benefits and, with summer just ahead, vacation planning suggestions to ensure your office staff have time off to rejuvenate and relax.
As always, we appreciate your thoughts on future topics as well as feedback on subjects covered in this and previous editions. Your feedback is important (
Click Here), so do take a moment and let us know your ideas on articles and subjects of interest to you and your colleagues. And thanks for subscribing to Business Essentials. In the meantime, we hope you enjoy this edition.
Hedley Lawson, Jr. is the managing partner of Aligned Growth Partners, LLC, a strategic, operational and organizational consulting and executive search firm (
www.alignedgrowth.com). Lawson also serves as consulting editor for Jobson's Business Essentials monthly e-newsletter. To read current and past issues of the newsletter go to
www.visionmonday.com.
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Q. We want to use detailed surveys so our employees could rate both the good and bad features of their employee benefits package. Which questions are likely to elicit the most useful feedback?
A. Depending on the particular benefit, you will want to ask questions about one or more of the following areas:
- The value of the benefit.
- Cost of the benefit to the employee.
- Overall satisfaction with the benefit.
- Its ease of use.
In some cases, such as health insurance, you may want to solicit opinions about several or even all four of these factors.
To get specific feedback regarding your questions, consider using survey options as: strongly agree, agree, disagree and strongly disagree; or extremely satisfied, satisfied, moderately satisfied, dissatisfied. Here are examples of the kinds of questions you'll want to consider:
- How valuable is our current medical and dental plan to you?
- How satisfied are you with our 401(k) savings plan?
- How valuable are the employee discounts we offer to area attractions?
- How easy is it to use our Flexible Savings Account program?
- How satisfied are you with the employee fitness benefit we offer?
You may also want to ask survey participants to "force-rank" their responses. This may provide a perspective to your cost/benefit decisions about future plan improvements. For example:
Please rank, from 1 to 4, the following benefits in terms of their relative value to you. Rank the most valuable benefit as No. 1 and the least valuable as No. 4:
- Paid leave programs
- Medical/dental plan
- 401(k) savings plan
- Flexible Savings Account
Once the questions have been asked, share the results of the survey with those who participated and then try to act on the input you've received. Communicate clearly and honestly which changes have and will be made and which items will remain the same, along with credible explanations of the rationales behind those decisions.
Most employees will better appreciate your overall benefits package if they clearly grasp the costs and perceived value of individual benefits.
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| Easy-reference
to web resources about human resource policies and rules |
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Occupational Health and Safety Administration
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National Crime Prevention Council
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Ceridian: HR, Payroll Benefits and EAP Solutions
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Society for Human Resource Management Workplace (SHRM)
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Accountemps
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Workplace Violence Warning Signs
 It seems almost daily that we read of tragic events in which an employee commits violent acts against former employers and employees alike. Unfortunately, these circumstances know no geographic or socio-economic boundaries—it can happen anywhere. The sad events that transpired on the campus of Virginia Tech University in April again bring to mind some tips and hints that may permit an organization, large or small, to better understand the warning signs that could result in workplace violence.
Most often, the leading cause, as discovered after the fact, is a personal problem that sparks a tragic chain of events. Some of these include:
- Mental or emotional illness that directs anger toward co-workers.
- Personal problems combined with on-the-job stress or problems.
- Family, financial or health problems.
- Substance abuse.
To protect employees, the federal Occupational Safety and Health Administration (OSHA) and Business Essentials recommend to practice owners and managers the following tips:
- Provide safety education. Local police departments or skilled professionals skilled in identifying and defusing possible violent acts by employees or patients can give training on awareness, avoidance, and prevention. Such training may be arranged through a local professional association.
- Establish a communication system, such as a pager or cellular phone, for employees to use in the event of an emergency.
- Establish procedures to decrease the risk of potential violence in the workplace.
Tips for Keeping the Workplace Safe
 Lights, Locks and Doors
- Change locks before you move into a new office unless management can account for all keys and assure you that no keys were made without their knowledge.
- Report immediately all doors, windows and locks that are broken or are not working properly. Do not assume that someone else has reported them already.
- Leave some interior lights on even when the business is closed.
- Illuminate dark places around the building by trimming shrubs, adding lighting, etc.
Common Trouble Spots
- Never get into elevators with people who look out of place or behave in a strange or threatening manner.
- Do not use the stairs and stairwells alone. Talk to the building manager about improving poorly lighted corridors and stairways.
- Check to make sure that the reception area is equipped with a panic button for emergencies, a camera with a monitor set up at another employee's desk, and a high security lock on the front door that can be controlled.
- Never lock fire exits or block doorways or stairways.
Be Prepared for an Emergency
- Designate a post-evacuation meeting location where appropriate personnel can take a headcount and identify any missing workers. Every employee should be aware of this location.
- Coordinate and make special emergency plans for co-workers who are disabled, do not speak English or who might require assistance during an emergency.
- If you are trapped in an office building, stay calm and take steps to protect yourself. If possible, go to a room with an outside window and telephone for help.
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Vacation: Is There Ever a Good Time to Take off?
 Summer is right around the corner. We all know the old business philosophy: It makes good sense to make sure employees have needed time off to revitalize and recreate. But there are reasons that sometimes get in the way of that becoming a reality and may prevent employees from taking time off:
- The practice is too busy and it is difficult to allow an employee to take one or two weeks off;
- Finding capable talent to “fill –in” for that period of time;
- Employees not wanting to take time off, either feeling they cannot be away from the office or possibly having nothing to do with the time or insufficient funds if they were away from work on vacation.
 Regardless of the reason, you can help ensure that your office staff takes necessary and well-earned time off. Think of giving staff members a much needed vacation as an investment: studies indicate that workers who take time off several times throughout the year come back to work energized and more productive than ever. Here are a few tips:
- Create a clear written vacation policy and make sure your employees are aware of it.
- Require advance notification and approval so that your practice can plan for the employee’s absence.
- If your practice experiences a particularly busy time of year, inform your employees in writing that vacations will not be permitted during that time.
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 Make sure employees are aware of your expectations while on vacation. If an employee checks e-mail and voice-mail, there may be an issue as to whether a vacation day has actually been taken or pay is required. Always check with counsel regarding any possible pay related issues with your exempt and non-exempt staff who may be working while on vacation to avoid any possible misunderstandings or legal obligations.
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Old Ideas About Healthcare Costs Viewed Anew
Employers were confronted with increasing healthcare costs well before MRAs, HRAs, HSAs, or even FSAs.
 As insurance costs increased in the 70s and 80s, many employers opted for “high deductible partial self-funded” plan designs. Employers purchased fully insured high deductible major medical plans at inexpensive rates, and self-insured some portion of the first $2,000 or $5,000 of the deductible. These plans worked well, however ERISA required formal plan documentation, disclosure, and other related compliance requirements. Some employers continue to utilize this approach today.
There is an easier way to achieve such cost savings without the complexities of the HSAs’ or HRAs’ inherent plan design restrictions. The solution is a Supplemental Medical Reimbursement Account (SMRA). It operates similar to an FSA but is funded exclusively with employer dollars.
The plan works as follows:
- Employers purchase a high deductible health plan. (Without HSA restrictions).
- The SMRA benefits can be restricted at the employer’s discretion. (Reimburse 90% of claims applied to the deductible).
- Employees may continue to participate in their regular FSA. (Not allowed with an HSA).
- Unused dollars in the SMRA are not an employer expense.
Since the SMRA is an employer-funded account under the 125 Plan, there is no need for separate ERISA documentation or regulatory compliance.
Victor Deksnys is Executive Vice President, Benefits Planning & Insurance Agency, a Gallagher Benefits Services Company. He can be reached at
victor_deksnys@ajg.com.
Helping Employees to Avoid Forfeiting Flexible Spending Account Dollars
Employers can use the following tips and suggestions when communicating with employees about their Flexible Spending Account (FSA):
- Make the most out of your dollars. Many common over-the-counter medicines and drugs are reimbursable, including aspirin, other pain relievers, cold and flu remedies, and antacids. Most medical equipment and supplies can be reimbursed, including bandages, first-aid creams, crutches, walkers, pill cutters and organizers, and thermometers.
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 Commonly overlooked expenses. Many employees are not aware of or forget to submit claims for mileage expenses related to medical care, which can be reimbursed at 20 cents per mile in 2007. Consider expenses for the upkeep of medical equipment, such as batteries for hearing aids and cleaning solution for contact lenses.
- An ounce of prevention. Preventive care is a way to invest in employees' good health. Annual checkups, routine prenatal and well-child care, and child and adult immunizations such as flu shots are all practical ideas.
- Calculate it. Employees can use an
online calculator to help estimate the amount they want to elect to their healthcare FSA.
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Money Matters |
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Economic Trends and the Workplace
Economic trends most likely to have a major impact on or cause a radical restructuring of the workplace.
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MAJOR IMPACT |
RADICAL RESTRUCTURING |
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Threat of increased healthcare/medical costs on the economic competitiveness of the U.S. |
45% |
24% |
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Rising retiree benefit costs |
42% |
13% |
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Continued expansion of global business and increased interdependence of countries and cultures |
41% |
14%
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Labor shortages at all skill levels |
41% |
14% |
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Changes in corporate governance as a result of scandals/Sarbanes-Oxley Act |
40% |
5% |
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Labor shortage only at the high-skill level |
40% |
14% |
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Continued mergers and acquisitions activity |
37% |
8% |
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Continued corporate downsizing and bankruptcies |
36% |
11% |
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Under-funding of pensions |
36% |
16% |
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Demand for greater transparency of corporate financial position |
35% |
5% |
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Economic growth of Asia, especially China and India |
34% |
17% |
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Increased energy and fuel costs |
33% |
9% |
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Shift from manufacturing to information/service or knowledge economy |
32% |
13% |
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Downturn in consumer spending |
30% |
9% |
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Economic uncertainty |
30% |
8% |
Source: Society for Human Resource Management Workplace Forecast (2006 ) |
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Office Space |
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Motivating Factors
What the boss thinks is important and what workers think matters most are often two different things. Below, a look at what each group thinks about motivating factors in the workplace, sans the paycheck.
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Non-Monetary Motivators |
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Chief Financial Officers |
Employees |
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Frequent recognition of accomplishments |
30% |
35% |
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Regular communication with staff |
36% |
20% |
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Giving employees increased responsibility |
20% |
17% |
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Off-site team-building and social events |
8% |
10% |
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More time off/holidays/paid time off |
0 |
1% |
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Flexible work schedule/flextime |
0 |
0 |
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Something else |
1% |
5% |
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None/nothing else motivates |
1% |
1% |
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Don't know |
4% |
11% |
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Source: Accountemps |
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| In this edition... |
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 It's Your Business
From the Top
Workplace Violence Warning Signs
Tips for Keeping the Workplace Safe
People Management
Vacation: Is There Ever a Good Time to Take off?
Ask the Experts
How Do We Structure Benefit Surveys?
Rules
& Regulations
Old Ideas About Healthcare Costs Viewed Anew
Helping Employees to Avoid Forfeiting Flexible Spending Account Dollars
Money Matters
Economic Trends and the Workplace
Office Space
Motivating Factors
Resource Corner
Links to Important Resources |
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Words of Wisdom
Joe Montana, Hall of Fame NFL quarterback for the San Francisco 49ers shares his thoughts on what it takes to win and how to achieve excellence, both on and off the field. Montana, known as the master of come-from-behind victories, knows a little bit about winning: from 1979 to 1992 he led his team to an unprecedented four Super Bowl victories.
His book, The Winning Spirit, was co-authored with Tom Mitchell, PhD. Following are some of Montana’s timeless principles that drive performance excellence in football, in the workplace and in life:
- Know What You Want : First identify the goals, then turn clarity into action.
- Strive for Excellence: Surpass expectations and reach new heights.
- Fail Fast and Move On: Take chances, learn from mistakes, and keep pressing forward—don’t fear or regret take you out of the game.
- Remember the “I” in Team: Make yourself the priority—because intense preparation is the individual responsibility of each member of the team.
- Welcome Pressure: Want to be the best? Work with and compete against the best.
- Walk Like a Champ: Your life is not just about achieving success, but also about having a purpose and creating significance.
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