Andrew S. Winston

 May 07, 2019

Where will we be in 2030?

I don’t usually play the futurist game — I’m more of a “presentist,” looking at the data we have right now on fast-moving megatrends that shape the world today. But a client asked me to paint a picture of what the big trends tell us about 2030. And I’d say we do have some strong indications of where we could be in 11 years.

The directions we go and choices we make will have enormous impacts on our lives, careers, businesses, and the world. Here are my predictions of how nine important trends will evolve by 2030 — listed in order roughly from nearly certain to very likely to hard to say.

Nine Global Trends on the Horizon

Demographics: There will be about 1 billion more of us, and we will live longer. The world should reach 8.5 billion people by 2030, up from 7.3 billion in 2015. The fastest growing demographic will be the elderly, with the population of people over 65 years old at 1 billion by 2030. Most of those new billion will be in the middle class economically, as the percentage of citizens in dire poverty continues to drop (a rare sustainability win). Even as the middle swells, however, the percentage of all new wealth accruing to the very top of the pyramid will continue to be a major, and destabilizing, issue. That said, the other megatrends, especially climate change, could slow or change the outcomes here.

Urbanization: Two-thirds of us will live in cities. The urbanization of our populationswill increase, creating more megacities as well as small- and medium-size metropolises. Countervailing forces will include a rising cost of living in the most desirable cities. The effects will include the need for more big buildings with better management technologies (big data and AI that makes buildings much more efficient), and we will need more food moved in from where we grow it to where we eat it — or rapidly expand urban agriculture.

Transparency: Our world will become even more open — and less private. It’s hard to imagine that the trend to track everything will be going anywhere but in one direction: a radically more open world. The amount of information collected on every person, product, and organization will grow exponentially, and the pressure to share that information — with customers and consumers in particular — will expand. The tools to analyze information will be well-developed and will make some decision-making easier; for instance, it will be easier to choose products with the lowest carbon footprints, highest wages for employees, and fewest toxic ingredients. But all these tools will shatter privacy in the process.

Climate Crisis: The climate will continue to change quickly and feature regular, extreme weather everywhere. Yes, there’s still uncertainty about how everything will play out exactly, but not about whether the climate is changing dramatically and dangerously. Significant inertia in both atmospheric and economic/human systems allows for a more confident prediction of what will happen in just 11 years. The Intergovernmental Panel on Climate Change (IPCC) has made clearhow critical it is to radically alter the path of carbon emissions to hold the world to 1.5 degrees Celsius of warming. But that’s not likely to happen with current levels of commitment in global governments: The important Paris climate accord of 2015, in theory, agrees to hold warming to 2 degrees Celsius. But in practice, what countries have committed to so far will only hold us to no more than 3 degrees of warming. By 2030, we are very likely to already be at or approaching the 1.5 mark.

The results of climate change will be unrelenting. Many highly populated coastal areas will be in consistent trouble, as sea levels rise. The natural world will be much less rich, with drastic to catastrophic declines in populations of many species and major to total losses of ecosystems like coral. Droughts and floods will stress global breadbasket regions and shift where we grow major crops. The Arctic will be ice-free in the summer (this will allow ships to move freely in this region, which is technically good for shorter supply chains but a Pyrrhic victory at best). Between seas, heat, and shifts in water availability, mass migrations will likely have begun. By 2030, we will have much better clarity on how bad the coming decades after that point will be. We will know whether the melting of the major ice sheets will be literally inundating most coastal cities, and if we’re truly approaching an “Uninhabitable Earth” in our lifetimes.

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Resource Pressures: We will be forced to more aggressively confront resource constraints.To keep volumes of major commodities (such as metals) in line with economic growth, we will need to more quickly embrace circular models: sourcing much less from virgin materials, using recycled content and remanufactured products, and generally rethinking the material economy. Water will be a stressed resource, and it seems likely that many cities will be constantly in a state of water shortage. We will need more investment in water tech and desalination to help.

Clean Tech: The transformation of our grid, our roadways, and our buildings to zero-carbon technology will be surprisingly far along. Here’s some good news: Due to continuing drops in the cost of clean technologies, renewable energy is dramatically on the rise, making up more than half the global new power capacity every year since 2015. By 2030, effectively no new additions of generating capacity will come from fossil-fuel-based technologies. Electric vehicles will be a large part of the transportation equation: While estimates about the share of EVs on the road by 2030 range from the teens to nearly 100% (assuming early retirement of internal combustion engines), nearly all sales of new vehicles will be EVs. This will be driven by dramatic reductions in the cost of batteries and strict legislation banning fossil-fuel engines. We will also see an explosion of data-driven technologies that make buildings, the grid, roadways, and water systems substantially more efficient.

Technology Shifts: The internet of things will have won the day, and every new device will be connected. Proponents of the “singularity” have long projected that by around 2030, affordable AI will achieve human levels of intelligence. AI and machine learning will plan much of our lives and make us more efficient, well beyond choosing driving routes to optimize traffic. Technology will manipulate us even more than it does today — Russian interference in U.S. elections may look quaint. AI will create some new kinds of jobs but will also nearly eliminate entire segments of work, from truck and taxi drivers to some high-skill jobs such as paralegals and engineers.

Global Policy: There’s an open question about how we’ll get important things done. I’m thinking specifically about whether global governments and institutions will be working in sync to aggressively fight climate change and resource pressures, and tackle vast inequality and poverty — or whether it will be every region and ethnic group for itself. Predicting politics is nearly impossible, and it’s hard to imagine how global policy action on climate and other megatrends will play out. The Paris Agreement was a monumental start, but countries, most notably the U.S., have lately retreated from global cooperation in general. Trade wars and tariffs are all the rage in 2019. It seems likely that, even more than today, it will be up to business to play a major role in driving sustainability.

Populism: The rise of nationalism and radicalism may increase … or it won’t. Even less certain than policy is the support, or lack thereof, of the mass of people for different philosophies of governing. In recent years, populists have been elected or consolidated power in countries as varied as the U.S., Brazil, and Hungary. And yet, in recent weeks, citizens in countries like Turkey, Algeria, and Sudan have pushed back on autocracy. Will that trend continue?

How Should Business Prepare?

Laying out strategies for companies to navigate this likely future world is a book-length conversation. But let me suggest a few themes of action to consider:

• Engage everyone in the sphere of the business world on climate. A dangerously changing climate is the biggest threat humanity has ever faced. But it’s not all set in stone … yet. Companies have an economic incentive and moral responsibility to work hard to reduce the damage as much as possible. Engage employees (stamp out climate denial), talk to consumers and customers about climate issues through your products, and change internal rules on corporate finance to make investment decisions with flexible hurdle rates that favor pro-climate spending. Most importantly, use influence and lobbying power to demand, at all levels of government, an escalating public price on carbon — and publicly admonish industry lobbying groups that don’t.
• Consider the human aspect of business more. As new technologies sweep through society and business, the change will be jarring. Those changes and pressures are part of why people are turning to populist leaders who promise solutions. Business leaders should think through what these big shifts mean for the people that make up our companies, value chains, and communities.
• Embrace transparency. To be blunt, you don’t have a choice. Each successive generation will expect more openness from the companies they buy from and work for.
• Listen to the next generation. By 2030, the leading edge of millennials will be nearing 50, and they and Gen Z will make up the vast majority of the workforce. Listen to them now about their priorities and values.

Predicting the future means projecting forward from what’s already happening, while throwing in expected inertia in human and natural systems. It can give us an impressionistic picture of the world of the future. Our choices matter a great deal, as individuals and through our organizations and institutions. Business, in particular, will play a large role in where the world goes. Employees, customers, and even investors increasingly demand that the role of business be a positive one.

Look, we could all just wait and see where these historic waves take us. But I prefer that we all work proactively to ensure that a better, thriving future is the one we choose.

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Source: Massachusetts Institute of Technology

https://sloanreview.mit.edu/article/the-world-in-2030-nine-megatrends-to-watch/

By Don CharltonFounder, Goalee.com

Student debt is contributing to the impression that Millennials act entitled. Here's how to turn their pressure to earn into a pressure to learn.

When you're a fresh college graduate, you need to find the right employer and become good at interviewing. But above all, you're concerned with negotiating your first salary because, for many students, college debt is the first material debt we usually take on.

Recently I was heartened to hear of the story of Robert Smith, a billionaire businessman who made the decision to give the entire 2019 graduate class of Morehouse College an incredible gift: repaying all of their student loans.

As I read the story, a few numbers stuck out that weren't surprising, but still shocking to see: A graduating class of just 400 students owed a whopping $40 million in school loans. That an average $100,000 per student, with students who likely owe much less or more. This astronomical number got me thinking.

For some reason, we haven't given Millennials the right to factor in their financial situation when managing their career.

I remember when I graduated from college that my final student loan tally came to about $22,000, which was much higher than the 1999 average of just over $15,000. Despite my higher than average debt, taking on $100,000 in student debt was typically only something aspiring doctors did.

So when you combine today's Millennial being indebted an average of over $37,000 (nearly 150 percent more than my college years), the Great Recession hitting right when Millennials entered the workforce, and the fact that all this century's wage gains have been wiped out by inflation, it becomes clear that Millennials are entering the workforce with a much higher school debt-to-income ratio. The school loan payments of today are the mortgage payments of yesterday.

When I started my first company, a recruiting software startup, I was employing many Millennial-aged workers, and like other managers and employers, I felt they were asking about promotions and salary increases far too soon and too often. Media stories about the entitled Millennial generation reinforced the stereotype.

This entitled attitude is no doubt true sometimes, but I think we need to have more empathy when examining the economics that Millennials face today, and how that impacts their feelings about upward mobility.

These awkward conversations with thirty-something employees are not going away, so here's a few strategies you should employ in order to turn Millennial ambition into both employee and employer success.

1. Try to have a candid conversation about salary.

Like most people, Millennials equate better titles with better salaries, so they clumsily engage their employer and managers about the timing and logistics of promotion. Millennials are new at negotiating bumps to their salary or title, so they're probably going to approach it in a way that seems out of place.

Before you call your Millennial employee a spoiled brat, first try asking them to be candid if they are more concerned about a bigger title or bigger income. If their desire for promotion has mostly to do with improving their salary, you'll feel relieved they aren't simply acting entitled, but rather eager to get help mapping professional growth to financial gain.

2. Create salary bands for your roles.

When a company simply gives you a salary and title, you have no idea what getting a raise looks like, so many Millennials automatically gravitate to title promotions. Ambitious Millennial employees will want to know what triggers the next salary bump. To make sure employees don't only equate better salaries with bigger titles, your company should create two to three salary bands for every position.

Each band should come with a clear description of expected experience, tenure, and performance. You can leverage these bands to create incentives for the Millennial to achieve certain milestones or performance without getting into job promotion until it's truly warranted. Each band provides a guidepost for your Millennial earning that next few hundred dollars per month while staying in the same job.

3. Create a roadmap for the employee promotion.

Using a spreadsheet or employee engagement software, define the employee's next desired position, outlining the skills and responsibilities required of that role. Commit to coaching the employee on the skills and measuring skill attainment proactively.

Ideally, you should continue to assign responsibilities from the new role to your employee, adding to their skills set gradually. This model ensures they feel tangible efforts towards helping their career move forward, while keeping the conversation about promotion honest and tied to performance.

Millennials are now the majority of the U.S. workforce, so now is the time to stop looking at them as spoiled and entitled, and start seeing them as a generation of workers deeper in debt and in need of your guidance as to how they can accelerate their careers and earn more money. If you create a culture where Millennials are only as patient as their performance gains, everyone wins.

PUBLISHED ON: JUN 12, 2019

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Source: Inc.com

https://www.inc.com/don-charlton/this-might-be-real-reason-millennial-workers-seem-entitled.html

POST WRITTEN BY

Expert Panel, Forbes Human Resources Council

Jun 5, 2019

Strategic management planning is a vital process for every business, and making sure each department understands how their achievements fit into the bigger picture is equally important. As a key player in the smooth running of the company, the human resources team needs to ensure its own goals are in constant alignment with the company’s goals as a whole.

In order to do this, HR managers should be taking proactive steps to check in on if their team’s policies and processes are paving the way for other departments to succeed as well. But how can managers go about this? Eight Forbes Human Resources Council experts share their suggestions on how HR managers can best align human resources goals with the greater company’s goals.

1. Be Industry And Business Savvy

Human resources should not exist in isolation to merely manage processes. If HR is not business savvy, then how can we help the organization reach its goals? The answer is that we cannot. As HR leaders, we need to understand our companies and industries and be knowledgeable of business in general—finance in particular. Only then will we be poised and ready to align HR and organizational goals. - Lucy Rivas-Enriquez, Union Rescue Mission - Los Angeles

2. Communicate With All Departments

Taking the time to visit with the leaders of each department will help to ensure they are on the right track to achieving success. Listening to leaders explain their processes and goals will help the HR manager determine if they are aligned with the overall company goals. The HR manager will have an opportunity to ask questions, gather information, make an assessment and provide recommendations. - Debi Bliazis, Champions School of Real Estate

3. Be In Tune With Changes

HR's goals need to support the achievement of the overall organization's needs, with measurements of success aligning with the company's strategic goals. A key part of successfully executing the strategic HR plan is to be in tune with the changing needs of the business. HR must be ready to evaluate, pivot and adjust, if needed, to meet the needs of the business. - Alina Shaffer, LivingHR, Inc.

4. Assess the Staff's Overall Skills

The HR manager must first assess the skills of the staff to ensure that each department can deliver on their goals. If you discover skill gaps, find training to close them. Also, forecast future staff and training needs, so when you hire new employees they can onboard quickly and start working. Often the buffer between staff and management, HR is uniquely qualified to align all company goals. - Cameron Bishop, SkillPath

5. Host A Work Session With Department Heads

Host a session for department heads where an executive reviews company goals and then outline steps for translating the company goals into departmental goals. Within the session, allow time for department heads to set at least one goal for their teams. Finish by having department heads work in groups of two to three to share their goals and gather input from one another. - Rachel Ernst, Reflektive

6. Consider The Company Mission And Vision

HR managers need to use the organization’s mission and vision as a litmus test when ensuring department goals align with company goals. Does the goal support the achievement of the mission and vision? Can it be articulated as such? HR should help leaders ensure goals are clear, concise and aligned up, down and across levels and departments, creating shared accountability and clear expectations. - Dr. Kelly Lum, Highgate

7. Compare HR And Business Metrics

Establish key HR metrics that are tracked every quarter and reported to stakeholders. Make sure those HR metrics are tightly connected to other business metrics. Show how they are critical leading indicators for the success of your business. Consider metrics like well-being, employee engagement, diversity, and turnover. - Laura Hamill, Limeade

8. Focus On Increasing Retention

One of the primary goals for businesses is to reduce operational costs. HR leaders can help ensure their goals align in this area by focusing on decreasing turnover and increasing retention. Based on the cost of replacing an employee—about 16 percent of annual salary for lower paying jobs and 213 percent for executives—HR can contribute to the company’s bottom line by conducting employee satisfaction surveys. - John Feldmann, Insperity

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Source: Forbes

https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/06/05/hr-managers-align-your-department-and-company-goals-with-these-eight-tips/#6147c7c456c1

Health Savings Account Limits for 2020

Annually adjusted contribution limits and other requirements must be met if you're covering health care costs with an HSA in 2020.

By ROCKY MENGLE, Tax Editor 
May 29, 2019

For many people, health savings accounts (HSAs) offer a tax-friendly way to pay medical bills. You can deduct your contributions to an HSA (even if you don't itemize), contributions made by your employer are excluded from gross income, earnings are tax free and distributions aren't taxed if you use them to pay qualified medical expenses. Plus, you can hold on to the account past your working years and use it tax-free for medical expenses in retirement. All-in-all, HSAs can be a great tool for covering your health care costs.

There are, however, a few HSA limitations and requirements that are adjusted for inflation each year. They apply to the minimum deductible for your health insurance plan, your annual out-of-pocket expenses and the amount you can contribute to an HSA for the year. If you're not in compliance with the restrictions in place for any particular year, then you can say goodbye to the HSA tax savings for that year.

To contribute to an HSA, you must be covered under a high deductible health plan. For 2020, the health plan must have a deductible of at least $1,400 for self-only coverage ($1,350 for 2019) or $2,800 for family coverage ($2,700 for 2019).

The health plan must also have a limit on out-of-pocket medical expenses that you are required to pay. Out-of-pocket expenses include deductibles, copayments and other amounts, but don't include premiums. For 2020, the out-of-pocket limit for self-only coverage is $6,900 ($6,750 for 2019) or $13,800 for family coverage ($13,500 in 2019). According to the IRS, only deductibles and expenses for services within the health plan's network should be used to determine if the limit applies.

Finally, your contributions to an HSA are limited each year, too. You can contribute up to $3,550 in 2020 if you have self-only coverage or up to $7,100 for family coverage ($3,500 and $7,000, respectively, for 2019). If you're 55 or older at the end of the year, you can contribute an extra $1,000 in 2020 (same as in 2019). However, your contribution limit is reduced by the amount of any contributions made by your employer that are excludable from your income, including amounts contributed to your HSA account through a cafeteria plan.

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Source: The Kiplinger Washington Editors

https://www.kiplinger.com/article/taxes/T056-C005-S001-irs-form-w4-how-many-allowances-should-i-claim.html

AUTHOR

Valerie Bolden-Barrett

PUBLISHED

May 30, 2019

Dive Brief:

• An estimated 3.6% of workers employed by small businesses clients — those with one to 49 employees — of payroll service provider Paychex would be newly eligible for overtime pay under the U.S. Department of Labor's recently proposed update to overtime rules under the Fair Labor Standards Act (FLSA), according to Paychex data.
• The proposed rule would raise the FLSA's standard salary threshold for executive, professional and administrative white-collar workers from $23,660 a year ($455 a week) to $35,308 a year ($679 a week). Per Paychex's analysis, the five industries with the highest percentage of businesses employing workers who would gain overtime eligibility include educational services (30.2%), accommodation and food services (24.9%), arts, entertainment and recreation (22.4%), wholesale trade (22.4%), and retail trade (22%).
• On a national scale, 19.5% of small business Paychex clients would be affected by the new rule, according to the data. Regionally, the South has the highest percentage of both business clients (23.2%) and employees (4.3%) affected.

Dive Insight:

The Labor Dept.'s proposed overtime rule is significantly lower than the $47,476 mark proposed by the Obama administration. That figure would have effectively doubled the number of eligible U.S. workers, and small businesses opposed it heavily before it was later enjoined by a federal judge.

Public comments from the Society for Human Resource Management (SHRM), which stated its support for the Trump administration's update, indicate the $35,308 a year threshold may generate a more positive reaction from the private sector. But even SHRM added a few suggestions for DOL, including that the department reconsider a proposed increase for the highly compensated employee exemption and give employers at least 120 days to implement final rules.

But the issue of implementing the new rules could give some employers pause. Alfred B. Robinson, an Ogletree Deakins​' shareholder and former acting administrator of DOL's Wage and Hour Division (WHD), previously told HR Dive he anticipates the proposal's implementation to occur in the latter half of 2019, which he said could be challenged by legal actions. Furthermore, the Obama administration's enjoined rule is technically still in play, according to another ex-acting administrator of WHD, Littler Mendelson shareholder Tammy McCutchen. A delay in DOL's implementation process — which McCutchen called "very squished" — could mean more change in the event that a new administration captures the White House.

Politics aside, experts have advised HR leaders not to wait for the final rule before creating an action plan. Priorities for employers can include auditing the job duties of workers to ensure they're properly classified, as well as deciding how to handle projected pay increases.

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Source: HR Dive

https://www.hrdive.com/news/nearly-one-fifth-of-small-businesses-would-be-affected-by-overtime-rule-cha/555701/

AUTHOR

Valerie Bolden-Barrett

PUBLISHED

May 30, 2019

Dive Brief:

• More than 60% of 18- to 34-year-olds said their productivity at work suffers due to stress over poor work-life balance or unrealistic professional demands, according to a new survey from Mental Health America (MHA) and Total Brain.
• More than a third of the 1,000 Americans surveyed said emails, text messages and social media updates helped make them mentally unproductive at work. Half of respondents said they feel "severely or moderately mentally fatigued" by stressors currently affecting their lives.
• "With work being such an integral part of a person's life, we can't ignore the mental health implications," MHA President and CEO Paul Gionfriddo said in a news release. "At MHA, we know it's so important for workplaces to consider physical AND mental health, and these results indicate that more employers need to pay attention to both."

Dive Insight:

Findings from recent research continue to indicate that mental health issues are impacting the workplace. Employers must recognize work as a common source of stress; in a 2018 netQuote study, 60% of workers said their jobs stressed them out. A more recent study from on-demand behavioral health provider Ginger found that most workers (83%) experience some form of stress once a week, but many cannot access proper care to treat their stress.

This may pose a big problem to workers, who identified jobs, health and finances as their biggest worries in a recent Colonial Life study. As employers grapple with what appears to be an increasingly stressed out workforce, they also must cope with a costly decline in productivity. The same Colonial Life study estimated employers lose billions of dollars in productivity due to workers who are disengaged or otherwise unproductive due to stress.

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Source: HR Dive

https://www.hrdive.com/news/poor-work-life-balance-unrealistic-demands-stress-out-60-of-workers-stud/555758/

AUTHOR

Lisa Burden

PUBLISHED

May 20, 2019

Dive Brief:

• Employees spend just 18 minutes on average enrolling in their benefits, far short of the four hours spent by the average consumer when deciding to purchase mobile phone, according to a report by benefits administration technology firm PlanSource. The company compiled the report based on anonymous user data from its own platform, it said in a statement, representing 92 million benefits elections made in the system.
• PlanSource said employees also tend to wait until the end of the enrollment period to enroll, and that employers attempted to counteract this via technology that both personalizes and makes benefits more engaging. Employers are also offering a wider variety of benefits, per the report, with large companies offering a large variety of plans and benefits.
• The report also found that the cost of providing medical insurance continues to rise; among companies using PlanSource, premiums rose 8% to 9% in 2018. Employers also increasingly offered health savings accounts (HSAs), which increased by 125% from 2016 to 2018. HSA contributions to HSAs also increased, with employers contributing $992 on average in 2018 and employees contributing $2,076, PlanSource said.

Dive Insight:

Many employees report that they struggle with the benefits enrollment process, particularly when there are many hoops to jump through during enrollment. In fact, more than 40% of employees in a 2018 Health Advocate survey said they found dealing with multiple benefits vendors to be confusing. At the same time, 78% of employers in the survey offered workers live support services to help navigate their benefits.

These trends seem to reflect what experts in the benefits space have been saying for the past few years: improving benefits engagement involves making benefits easier to use, understand and elect. As a result, vendors have shifted their focus to making the process more intuitive and, in some cases, even fun.

"The trends we see in the Benchmark Report make it clear that employees need an engaging retail shopping experience for their benefits," Nancy Sansom, chief commercial officer at PlanSource, said in a statement. "And considering the rising cost of insurance, companies need to make the most of this short window of time and create new and innovative ways to communicate with and educate employees about their benefits."

Research shows employers may find success in improving engagement via multiple avenues. In the Health Advocate survey, employers cited strategies including intranets and newsletters (78%); events and meetings (67%); contributions to flexible spending accounts (FSAs), health savings accounts (HSAs) and health reimbursement arrangements (HRAs) (65%); and incentives, such as reduced insurance premiums, cash and gifts (54%). There are also tech solutions to consider. A little over one-third of respondents to a UnitedHealthcare survey said they had compared healthcare plans by doing research on the internet or on mobile apps. A study by Paychex found 73% of full-time employees want and expect to have 24/7 access to their benefits.

Source: HR Dive

https://www.hrdive.com/news/on-average-employees-spend-18-minutes-enrolling-in-benefits/555041/

AUTHOR

Valerie Bolden-Barrett

PUBLISHED

May 14, 2019

Dive Brief:

• Money remains the top reason why workers quit their jobs, but it's not always what attracts them to a new opportunity, according to a PayScale study. One-quarter of respondents cited a bigger paycheck as their top reason for quitting their job, but 27% said "the opportunity to do more meaningful work" is why they accepted a new position.   
• PayScale's Chief Economist Katie Bardaro explained the study's significance in a press statement. "We are currently experiencing a strong economy with record low unemployment which promotes more risk-taking amongst workers and increases their confidence about changing jobs," said Bardaro. "The search for more pay is a very strong driver for employees who are considering leaving, but the most interesting part of our research shows that once employees decide to leave, they also want a more fulfilling job." A Gallup poll that found only 13% of workers consider their job meaningful supports PayScale's findings, the company noted.
• Less than one-fifth of respondents said they were unhappy at their current organization, while about the same number said increased responsibilities drove them to a new job or that more pay was the key driver for switching jobs. Women were 11% more likely than men to say flexible work options drove them to a new job, and millennials were 9% more likely to leave a job for more money than boomers, PayScale said. 

Dive Insight:

The importance of meaningful work is hardly a new idea; a two-year-old study by Globoforce's WorkHuman Research Institute and IBM's Smarter Workforce Institute found that meaningful work was critical to employees' happiness. A 2018 survey by the mobile coaching firm Betterup found that 90% of those polled said they would give up 23% of their salary for an opportunity that provides more meaningful work. This statistic is a powerful example of how much some employees are willing to sacrifice for a more rewarding work experience. 

Employees' job choices at the start of their careers can be influenced by this desire, as evidenced by more college graduates selecting careers in the arts and social services over those in business and finance. Jobs in healthcare, science, social services, education and government are often seen as meaningful vocations, but recruiters must recruit for the positions that need filling — regardless of how meaningful the work is. Employers can make up for what some jobs lack in inherent meaning by offering community volunteer opportunities, supporting causes and promoting philanthropy via corporate social responsibility initiatives. 

Although several surveys have confirmed that many want meaningful work, more money is still a priority for job seekers. Workers in an employee-driven labor market can be choosier about the positions they apply for, and that includes a desire for jobs offering the best pay. In fact, about half of all employers are now offering higher salaries in the competition for talent, as well. 

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Source: HR Dive

https://www.hrdive.com/news/lack-of-money-meaning-fuels-turnover-payscale-says/554593/

Tuesday, May 7, 2019

Last week, the Department of Labor (DOL) responded to the district court decision striking down the final regulations expanding the ability for a group of unrelated employers to form an organization in order to offer health care to its members. The DOL’s statement setting forth policy positions regarding association health plans (AHPs) indicated its intent to fight the district court decision, and offered interim relief for those employers who have obtained health coverage from AHPs relying on the DOL’s final regulations. The DOL noted that the agency is committed to taking all appropriate action within its legal authority to minimize undue consequences on employees and their families. Thus, employers participating in insured AHPs can generally maintain that coverage through the end of the plan year or, if later, the contract term. During this time, the DOL will not pursue enforcement actions involving AHP in reliance of the DOL’s final rules.

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Source: The National Law Review

https://www.natlawreview.com/article/dol-offers-interim-relief-employers-association-health-plans 

5.3.19

The EEOC just announced that, in order to comply with a recent shocking court order, most employers will need to turn over compensation information from both 2017 and 2018 when they submit their Component 2 pay data with their EEO-1 submission on September 30, 2019. While there is still a chance that an appeals court could put the pay data/hours worked reporting requirement on hold once again, or that a newly reconstituted EEOC Commission might modify the regulations, you should start taking action immediately under the assumption that all of this information will need to be disclosed by the recently announced due date. Meanwhile, the May 31, 2019 deadline for the traditional demographic data (now called “Component 1” data) remains firmly in place.

How Did We Get Here?

Employers felt a tectonic shift in early March, when a federal court in Washington, D.C. revived the Obama-era requirement that calls for employers to turn over compensation information in the EEO-1 Report along with general demographic data. The judge’s March 4 order required the pay data collection to commence immediately, but when the Equal Employment Opportunity Commission (EEOC) unveiled its 2019 reporting system on March 18, there was no method by which employers could have included such information even if they wanted.

In response, the court ordered the EEOC to begin collecting the pay data by September 30, 2019. And the judge took it one step further: she agreed with those advocacy organizations bringing the original lawsuit and ruled that employers should be on the hook for turning over two years’ worth of pay data. After all, the original plan from the Obama-era EEOC called for this information to be collected starting several years ago, and the judge believed the agency erred by putting a halt to this collection effort. So she gave the EEOC the option of either collecting pay data from both 2017 and 2018 information by the September 30 deadline, or collecting 2019 pay data during the 2020 reporting period, and asked the agency to choose an option by Friday, May 3.

EEOC Picks Its Poison: Double Data To Disclosed In 2019

In an announcement both posted on the agency’s website and released in the Federal Register, the EEOC announced that EEO-1 filers should begin preparing to submit their pay data for calendar year 2017, in addition to data for calendar year 2018, by the September 30, 2019 deadline. It also said that it expects to begin collecting this data by mid-July, which comports with its earlier announcement that the collection portal would be open for business and in a position to accept compensation information on July 15, 2019.

The agency also reminded employers that general demographic information for 2018 is still due by May 31, 2019, and that recent events have not impacted the existing due date for the standard EEO-1 Report.

What’s Next?

You can expect a few things to happen in the near future. First and foremost, in order to be in a position to comply with the new requirements, the EEOC has already announced that it will offer a series of training sessions and provide detailed information to employers so you understand your obligations in advance of the September 30 due date. Be on the lookout for those in the coming weeks.

Meanwhile, you can expect employer organizations to launch independent legal challenges against the new requirements now that the dust has settled and the obligations are set in stone. No doubt that these organizations will point out that the September 30 deadline for 2017 and 2018 information will present a difficulty for employers given that it is just a day before the 2019 data collection payroll period begins.

Finally, it would not be surprising if the federal government also filed an appeal against the judge’s ruling that resurrected the pay data reporting requirement in the first place. While we would assume that the independent employer organizations and the federal government would ask for an indefinite delay in reporting while any appeal is pending, you cannot count on the fact that such a stay would be granted. Instead, you should operate under the assumption that you will soon be responsible for turning over a mountain of pay data – indeed, twice as big as you might have thought – by September 30.

What Should You Do?

For EEO-1 filers (those businesses with at least 100 employees), we can’t stress this enough: you should assume that you will need to turn over both 2017 and 2018 pay data and hours worked by the September 30, 2019 deadline. You should begin by determining how your W-2 pay data will be split into the 12 pay bands required for each of the 10 EEO-1 categories. And you need to determine how you will report your hours worked, which is also a significant undertaking, where the data is likely tracked separately from the pay data W-2 information.

You should also make it a priority to review current pay systems and identify and address any areas of pay disparity. It is critical to take steps now to minimize increased scrutiny that may soon come your way. Ideally, you would work with counsel to conduct this initial review under the protection of the attorney-client privilege while you are assessing your workforce and the proper grouping for your employee population.

By conducting your own audit of pay practices, you will be able to determine whether any pay gaps exist that might catch the eye of the federal government if or when you are forced to turn over this information. You may have time to determine whether any disparities that may exist can be justified by legitimate and non-discriminatory explanations, or whether you will need to take corrective action to address troublesome pay gaps. Due to the increased complications caused by varying state legislative developments, we strongly encourage you to get your attorney involved in this analysis early in the process.

We will continue to assess the situation and provide necessary updates, so you should ensure you are subscribed to Fisher Phillips’ alert system to gather the most up-to-date information. If you have questions, please contact your Fisher Phillips attorney or any attorney in our Pay Equity Practice Group or our Affirmative Action and Federal Contract Compliance Practice Group.

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Source: Fisher Phillips

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