2014 Bene ts Strategy Benchmarking Survey（2014一切恩惠战略标杆管理调查）.pdf

2014 Benefits Strategy Benchmarking Survey EXECUTIVE SUMMARY STRATEGIC INSIGHTS Driving Decisions with Data Table of Contents Survey Overview3 Participant Profile5 Key Findings 7 Strategic Insight 8 Medical 16 Wellness 20 Dental 23 Life Insurance 25 Absence Disability 27 Retirement30 Voluntary Miscellaneous 33 About Gallagher 35 2014 BENEFITS STRATEGY BENCHMARKING SURVEY 2 ARTHUR J. GALLAGHER CO. | AJG.COM EXECUTIVE SUMMARY AND STRATEGIC INSIGHTS Survey Overview Employers must continually align their human capital strategy and benefit programs to improve their competitive position. By taking a well-informed and holistic “total rewards” approach to planning, they can more consistently and effectively meet human resources and organizational objectives — now and in the years ahead. Human capital should be considered whenever you assess, revise and develop your strategic business plan. After all, it’s your people who drive your organization forward every day. Attracting and retaining the right talent is critical to ensuring success in any industry, so it’s important to give careful thought to all the factors that affect your workforce. The ideal strategy — and employee value proposition — considers the physical, financial and career health of your employees in balance with the financial health and longevity of your organization. A fragmented approach to benefit strategies makes it difficult for organizations to see the impact of their human capital decisions on their overall well-being. Employers have traditionally viewed healthcare benefits, retirement and work-life balance as individual programs. When these components are treated as disparate moving parts and addressed independently, the ability to accurately assess the effectiveness of human capital is compromised. You make substantial investments in your valued emp