1Willis North America | February 2015

HRFocus

HR CORNERLOOK BEHIND THE CREDENTIALS: HOW TO FIND CANDIDATES WITH MULTIPLE SKILLSETS THIS ARTICLE PROVIDED BY BLR

Thoughts of IT, engineering, and computer science don’t normally conjure up images of people who are the life of the party. Or even those who enjoy exchanging pleasantries. But, these unicorns of the tech world—those that have technical talent and people skills—do actually exist. You just have to know how and where to find them.

What’s in a name?

The first instinct of any recruiter or HR professional is to look at the title. This can be a grave misstep because titles are often misleading. Titles like Field Engineer or Systems Administrator may not imply the full extent of the candidate’s experience working with others. While technical-sounding, candidates with these titles actually have to work alongside staff and clients on a consistent basis. What’s a good way to make sure that you fully understand someone’s communication ability through his or her resume?

See if they have any consulting experience. The word “consultant” doesn’t have to be in the title, either. For example, an applicant with experience in website coding design probably has had to communicate with clients and staff to deliver the desired result. Producing designs that are aligned with a company’s brand requires a high-level understanding of what a company’s culture is all about. Awareness of company culture is usually an indicator of someone who can appreciate the value of a company’s people.

So they can talk the talk, but can they walk the walk?

Once you’ve found someone who appears to have all the skills on paper, how do you know if they can walk the walk? A technical skills screen is probably the first thing that comes to mind, but it isn’t the only thing you should be doing.

It’s crucial to make the most out of group interviews and phone screens. Seeing how people interact with others is a good way to gauge overall social skills, so is asking questions about what they do and don’t like about their current or previous positions. And then there’s the all-important question: would I enjoy going to

Continued on page 2

HR CORNERLook Behind the Credentials: How to Find Candidates With Multiple Skillsets ��������������������������������������������������������������������� 1Leadership Development Trend For 2015: Shift Toward Shared Responsibility ����������������������������������������������������������������������� 2

HEALTH OUTCOMESPrevent “Sitting Disease”: Sit Less, Stand More ��������������������� 4

LEGAL AND COMPLIANCEHealth Care Reform Continues to Hold Center Stage in 2015 ������������������������������������������������������������������������������������ 5Certain Expatriate Plans Exempt From Many Health Care Reform Requirements ������������������������������������������������������������� 6

SINCE YOU ASKEDTobacco Surcharge Limits in Wellness Programs ��������������������� 8

WEBCASTS ��������������������������������������������������������������������� 11

CONTACTS ��������������������������������������������������������������������� 12

HUMAN CAPITAL PRACTICE

February 2015 www�willis�com

Willis North America | February 20152

dinner with this person? If they seem like someone you’d enjoy spending time with outside of the office, it’s likely they’ll be just as interesting to work with.

Hold the phone, social media is important too?

The phone screen doesn’t have to be brutally difficult. It can actually be quite the opposite. In addition to observing how easy they are to communicate with over the phone, asking people simple, casual questions—such as what they like to do outside of work or what they’re truly passionate about—can give insight into their like or dislike of social interaction.

You can tell a lot from a phone call, but you can tell a whole lot more about an applicant by their presence on social media and in their professional networks. People who have robust, but appropriate, social media profiles and who regularly attend networking events are usually people who enjoy the company of others.

However, even the most people-oriented of tech talent may not be on LinkedIn. The reason is simple—tech talent is in high demand and many of the people with those skillsets don’t want to be bombarded by recruiters. If you do find a qualified applicant through LinkedIn with a strong profile and a few solid recommendations, chances are you’ve got someone with potential.

You may have found the perfect candidate, now what?

So you’ve found the illusory candidate with a mix of tech talent and people skills online. How do you woo them? By being personal. All too often, recruiters search strictly by title without doing any research about the individual before reaching out. Even though you may be searching for people with hard technical skills, they probably are driven by more than just a paycheck.

Take time to figure out what someone’s previous work experience is and allude to it in your initial email. Be sincere when you ask them about what they want their job to look like, or what their passions are. A smart recruiter and HR professional shouldn’t just be looking for a technical skills fit—they should also be looking for potential employees who are looking to advance their careers over the long run.

Searching for candidates with both the right technical skills and a big personality may seem like a lost cause. However, the more effort that’s put in to get to know the person behind the credentials, the more satisfied the person—and the company—is going to be with the job fit.

LEADERSHIP DEVELOPMENT TREND FOR 2015: SHIFT TOWARD SHARED RESPONSIBILITY THIS ARTICLE PROVIDED BY BLR

Employer-sponsored training is often seen as the primary way for employees to advance their careers, but an expert says training will become more of a shared responsibility starting in 2015. However, leadership development will remain a top priority.

Nearly half of senior human resources leaders globally identified leadership development as their top priority in a 2014 Right Management survey, Talent Management: Accelerating Business Performance. However, “only 13% of these leaders have confidence in the strength of their leadership pipelines,” said Mike Bleadorn, vice president and practice leader of Right Management, a division of ManpowerGroup.

“While leadership development has always been an important focus for HR, we’re seeing increasing attention to developing high potential leaders as organizations are recovering from the recession that started in 2008 and as talent shortages have made it difficult to find the right people with the right skills for open leadership positions,” he said.

HR Corner – continued from page 1

Continued on page 3

HR Corner – continued from page 1

3Willis North America | February 2015

“Right Management anticipates that leadership development will continue to be a top priority” in 2015, he said. “However, we will start to see a shift in how development and training opportunities are provided to individuals. Moving forward, employers and individuals will share the responsibility of training and learning to sharpen skills.

“Individuals who want to get ahead will do so by seeking opportunities to learn on their own and develop skills that will keep them relevant and attractive to employers. At the same time, employers will look to build agile learning environments to teach and coach individuals to constantly evolve and optimize their skills.”

Technology will continue to drive training in 2015, Bleadorn said. “Technology has had an enormous impact on how individuals have access to information and learning. Technology will continue to play a huge role in training and helping individuals gain new skills.

“Virtual classrooms and virtual technologies will continue to grow and impact how individuals learn and acquire new skills. They are an effective way to teach and practice skills in a limited amount of time and across geographic locations. These virtual technologies are a cost-effective way to blend into and augment traditional face-to-face training sessions in order to enhance effectiveness.”

HR professionals with training responsibilities will need to adjust accordingly. “As with all roles in today’s workplace, there is a need to learn new technologies and adapt to our rapidly changing business environment,” said Bleadorn. “Developing leaders need to embrace a learning culture that ties training to business strategy and offers continuous avenues for expanding skill base and learning beyond a particular role.”

HR Corner – continued from page 2

INDIVIDUALS WHO WANT TO GET AHEAD WILL DO SO BY SEEKING OPPORTUNITIES TO LEARN ON THEIR OWN AND DEVELOP SKILLS THAT WILL KEEP THEM RELEVANT AND ATTRACTIVE TO EMPLOYERS. AT THE SAME TIME, EMPLOYERS WILL LOOK TO BUILD AGILE LEARNING ENVIRONMENTS TO TEACH AND COACH INDIVIDUALS TO CONSTANTLY EVOLVE AND OPTIMIZE THEIR SKILLS.

“

”

Willis North America | February 20154

HEALTH OUTCOMESPREVENT “SITTING DISEASE”: SIT LESS, STAND MORE“For people who sit most of the day, their risk of heart attack is about the same as smoking.” Martha Grogan, cardiologist, Mayo Clinic1

The modern-day health epidemic christened the “sitting disease” refers to the ill-effects of an overly sedentary lifestyle.2 Sitting has also been dubbed “the new smoking,” equating sitting to smoking in terms of harm to overall health. 3

Let’s take a poll: How many hours each day do you sit? At home? At work? While commuting? In front of the TV? A study from the University of Queensland found that compared to individuals who do not watch TV, those who watch an average of six hours of TV per day can expect to live 4.8 years less. “On average, every single hour of TV viewed after the age of 25 reduces the viewer’s life expentency by 21.8 minutes.”4 This reduction in life expectency is significant when compared to smoking a cigarette, which shortens your life by 11 minutes.5

Another study led by the University of Leicester discovered that sitting for long periods increases your risk of certain diseases, such as diabetes and heart disease.

The research, which combined the results of 18 studies and included a total of 794,577 participants, showed that those who sat for long periods of time have a higher risk of diabetes, heart disease and death. “Interestingly, the results were independent of any individual physical exercise undertaken, suggesting that even if an individual meets the physical activity guidelines, their health may still be at risk if they sit for long periods of time during the day.6

The good news is that if we were to limit our time spent sitting, whether in front of the TV or at the office, the risk of disease or death can be reduced.7

We understand that you might have a desk job, or that when you get home from work, you just want to relax in front of the TV instead of exercising. However, the easy part with combatting sitting disease is that it requires a minimum amount of effort. For every 60 minutes of sitting, simply stand up and stretch or walk for three minutes. It’s easy and effective. Take a whole day approach to physical activity by working in NEAT, non-exercise activity thermogenesis, which includes stretching, turning and bending.

What are other easy ways to move more during the day to combat sitting disease?

� Walk during lunch, even just for 10 minutes � Park at the end of the parking lot � Take the stairs � Walk over to your co-worker instead of sending an email

or calling � Stand up while on the phone – get a headset if possible to

help you walk around � Keep a stretch band to use at work � Hold standing meetings � Get a pedometer or other device to count your steps –

aim for 10,000 a day � Set up standing work stations in your company � Give permission for employees to stand during meetings � Take a family walk after dinner � At home, stand up and stretch or walk in place during

commercials

Sound simple? It is, but the effects could be substantial. Still not convinced? “Today, our bodies are breaking down from obesity, high blood pressure, diabetes, cancer, depression, and the cascade of health ills and everyday malaise that come from what scientists have named sitting disease.” ~ James Levine, MD, PhD1

Resources:

1. http://www.juststand.org/tabid/674/language/en-US/default.aspx

2. http://www.webmd.com/fitness-exercise/features/do-you-have-sitting-disease

3. http://www.huffingtonpost.com/the-active-times/sitting-is-the-new-smokin_b_5890006.html

4. British Journal of Sports Medicine, October 2012

5. National Center for Biotechnology Information

6. University of Leicester Press Release, October 2012

7. http://www.wellsource.com/articles-mhc/Prolonged-Sitting-Increases-Your-Risk-of-Early-Death.html

5Willis North America | February 2015

LEGAL AND COMPLIANCEHEALTH CARE REFORM CONTINUES TO HOLD CENTER STAGE IN 2015 BY JAY KIRSCHBAUM, JD, LLM, FLMI, SVP AND PRACTICE LEADER, NATIONAL LEGAL AND RESEARCH GROUP, WILLIS HUMAN CAPITAL PRACTICE

The employee benefits community originally assumed that 2014 was going to be the “bust-out” year for health care reform. However, as a result of delays in the release of the employer mandate, automatic enrollment, data reporting and non-discrimination rules for insured, non-grandfathered plans, 2014 has been relegated to the same status as 2010 through 2013. So, for many employers, that means continued monitoring of the compliance requirements and preparation for 2015.

To recap, changes to the 2014 plan year included the 90-day maximum waiting period, new cost sharing limits (unless grandfathered), expiration of the mini-med waiver program, eliminating all pre-existing conditions, extending coverage to dependent children up to age 26 (even under grandfathered plans) and increases in regulations pertaining to wellness incentives.

So far, so good. If you’ve modified your plans as required, you should be able to continue with your existing plan, with some modest improvements.

For many employers, compliance with health care reform regulations won’t be too much of a challenge if:

� You already offer coverage to all full-time employees and dependents

� The coverage you offer far exceeds the “minimum value” requirement

and � The contributions you charge are well below the

“affordability” threshold However, if you’ve excluded dependents or even some full-time employees from your plans, then 2015 and 2016 will force you to reconsider the coverage you offer and who is eligible. For “applicable large employers” or those with 50+ full-time equivalent employees, it’s time to start counting hours and preparing for the data reporting obligations heading your way.

New reporting obligations will require that you report information to the government and to your employees starting in 2016. Your payroll provider may bundle this service with the others they provide for you, because it’s tax reporting. If they provide that service, consider yourself fortunate.

Rebecca Knoll Lawrence and Mark Voelpel from the Willis NLRG practice presented on the mandatory reporting requirements in a December 2 webcast. Please contact your Willis Client Advocate® if you would like to view a recording of that presentation.

The good news is that you probably have a year or two before you have to tackle the automatic enrollment guidance and the new non-discrimination rules that will apply to insured, non-grandfathered health plans (similar to the rules that already apply to self-insured plans).

Once these new rules become effective, and considering the “Cadillac” plan excise tax in 2018 (note that this will really be more like a “Chevy” tax, as it will affect all plans over time), health reform becomes much more strategic and much less tactical. We will shift from “comply as you go” to a perennial, strategic process.

ONCE THESE NEW RULES KICK IN, CAPPED BY THE CADILLAC TAX IN 2018, HEALTH REFORM BECOMES MUCH MORE STRATEGIC, AND MUCH LESS TACTICAL.

“

”

Willis North America | February 20156

If you are an “applicable large employer.” you must offer “affordable, minimum essential coverage” of “minimum value” to substantially all of your full-time employees or dependents – or potentially pay a fine.

Health reform does not mandate that you offer coverage to anyone in 2015, but, if you fail to offer “qualifying coverage,” and one of your employees enrolls in public exchange coverage and qualifies for a tax preference, it may trigger a penalty tax.

Note that there are two penalties. Depending on your situation, you may decide to design your coverage and contributions so that it avoids the $2,000 per full-time employee tax, but leaves you exposed to the $3,000 penalty tax in situations where that tax is less than you currently spend on health coverage. In that way, you may decide to give employees control. You can give them the choice of whether they want to enroll in the public exchange and, if they do, you pay the penalty instead of the cost for their coverage.

To conclude, 2015 may be the “same old same old” for some employers, while others will have to adjust their plans to avoid penalties. All should be preparing for the 2016 reporting requirements and planning for the 2018 Cadillac tax – which changes everything.

We encourage our clients to tell their elected officials that this legislation is damaging their ability to provide health insurance to employees and is therefore damaging the employer-employee relationship. We know that providing health insurance is going to be cost prohibitive in the future, so this directly impacts their business.

CERTAIN EXPATRIATE PLANS EXEMPT FROM MANY HEALTH CARE REFORM REQUIREMENTS

While the primary purpose of a recently enacted spending bill, the “Consolidated and Further Continuing Appropriations Act, 2015,” was to continue funding the federal government in 2015, it also included provisions involving the Patient Protection and Affordable Care Act (PPACA). Of particular interest to employers is the provision affecting expatriate health plans. The Departments of Labor, Treasury and Health and Human Services (the Departments) had previously granted relief from many health care reform requirements for certain expatriate plans (see FAQs about the Affordable Care Act Implementation Part XIII and Part XVIII.) This prior guidance granted a temporary delay, through December

31, 2016, for insured expatriate health plans to comply with certain requirements under PPACA. The Expatriate Health Coverage Clarification Act of 2015, which was included in the spending bill, modifies existing relief for those expatriate health plans issued or renewed on or after July 1, 2015.

To qualify for the relief, the expatriate plan must meet certain requirements. First, it must be a group health plan (which includes a self-funded plan) or health insurance coverage in which substantially all primary enrollees are “qualified expatriates.” An individual will not be considered a primary enrollee if the individual is not a national of the U.S. and resides in the country of which the individual is a citizen. To be a qualified expatriate, the individual must fit into one of the following categories:

� Individuals working outside the U.S. for a period of at least 180 days in a consecutive 12-month period that overlaps the plan year

� Individuals whose skills, qualifications, job duties or expertise are of a type that has caused the employer to transfer or assign him or her to the U.S. for a specific and temporary employment purpose or assignment and who requires access to health insurance and other related services and support in multiple countries, as reasonably determined by the plan sponsor, and to whom the employer offers other multinational benefits (i.e., tax equalization or compensation for cross-border moving expenses) on a periodic basis

� Individuals who are members of certain groups formed for the purpose of traveling or relocating internationally for nonprofit purposes (not formed primarily for the sale of health insurance), such as students or religious missionaries, who require, as determined by the Departments, access to health insurance and other related services and support in multiple countries

7Willis North America | February 2015

In order to qualify for the relief, the expatriate plan must also meet coverage standards that include: � Coverage for inpatient hospital services, outpatient facility services, physician services and emergency services � Substantially all of the benefits provided under the plan or coverage are not excepted benefits (i.e., stand-alone

dental and vision benefits) � If the plan provides for coverage of children, that coverage extends through age 26 � Coverage issued and/or administered by insurers and administrators licensed to sell insurance in two or more

countries and that meet certain standards, such as maintaining adequate networks and call centers and providing global evacuation and repatriation coverage

� Coverage that complies with pre-PPACA requirements under the Public Health and Service Act (PHSA) and ERISA (examples of those provisions are mental health parity, HIPAA nondiscrimination, ERISA requirements for claim procedures and any reporting and disclosure obligations under ERISA Part I [the plan document, summary plan description (SPD) and Form 5500 requirements])

If the expatriate plan can meet the above requirements, it is exempt from complying with the following PPACA mandates:

� Prohibition on annual and lifetime dollar limits on essential health benefits � Prohibition on excessive waiting periods � Out-of-pocket maximums � Preventive services without participant cost sharing � PPACA’s internal claim and appeal and external review requirements � Preexisting condition exclusions � Prohibition on rescission (retroactive termination of coverage except in cases of fraud) � Distribution of summaries of benefits and coverage (SBCs) and uniform glossaries

Coverage under the expatriate plan also satisfies the individual and employer mandates (i.e., is deemed to be minimum essential coverage) and is exempt from PPACA’s taxes and fees, including the transitional reinsurance fee, the Patient-Centered Outcomes Research Institute (PCORI) fee and, after 2015, the annual health insurance providers’ fee (transition rules apply for 2014 and 2015). The tax applicable to high cost employer-sponsored health coverage (the Cadillac tax) that is effective starting in 2018 will apply to the employer-sponsored coverage of a qualified expatriate assigned (rather than transferred) to work in the U.S., but coverage offered to other categories of expatriates will be exempt. The law does not exempt expatriate coverage from certain reporting requirements under PPACA – reporting under Internal Revenue Code Sections 6055 (associated with the individual mandate) and 6056 (associated with the employer pay or play mandate) is still required. However, the statements furnished to individuals may be provided electronically unless the individual explicitly refuses to consent to electronic delivery.

THE EXPATRIATE HEALTH COVERAGE CLARIFICATION ACT OF 2015, WHICH WAS INCLUDED IN THE SPENDING BILL, MODIFIES EXISTING RELIEF FOR THOSE EXPATRIATE HEALTH PLANS ISSUED OR RENEWED ON OR AFTER JULY 1, 2015.

“”

Willis North America | February 20158

SINCE YOU ASKEDTOBACCO SURCHARGE LIMITS IN WELLNESS PROGRAMS The National Legal & Research Group (NLRG) has recently received several questions about the maximum premium surcharge that employers can impose on employees participating in the employer-sponsored health plan who use tobacco products.

Background

The Health Insurance Portability and Accountability Act (HIPAA) generally prohibits a plan from discriminating between similarly situated individuals based on their health status. This means, among other things, that plans usually cannot charge individuals different premiums or impose different costs (i.e., through deductibles or co-pays) based on the presence or absence of a health factor. However, the HIPAA rules do not necessarily prevent employers from giving premium discounts or imposing premium penalties based on participation in programs intended to promote health and prevent disease.

Wellness programs that condition eligibility for a health plan reward upon a participant’s ability to meet a standard related to a health factor – health-contingent wellness programs – are permissible only if five requirements are met. Specifically, the program must:

� Give eligible individuals an opportunity to qualify for the reward at least once per year � Limit the reward (or penalty) so that it does not exceed 30% of the cost of coverage under the plan, or 50% to the

extent the program is designed to prevent or reduce tobacco use � Make the reward available to all similarly situated individuals � Be reasonably designed to promote health or prevent disease and must not be a subterfuge to discriminate based

on a health factor � Disclose that alternative standards (or waivers) are available

9Willis North America | February 2015

Wellness programs that do not condition eligibility for a reward upon a participant’s ability to meet a health standard – participatory wellness programs – are permissible if participation in the programs is available to all similarly situated individuals. Examples of participatory wellness programs include programs that reimburse all or part of the cost for membership in a fitness center, diagnostic testing programs that provide a reward for participation and do not base any part of the reward on outcomes and programs that provide a reward to employees for attending a monthly, no-cost health education seminar. Such programs are not subject to the additional requirements listed above.

Discussion

A wellness program that provides a health plan reward to participants who do not smoke (or imposes a penalty on those that do) is considered a health-contingent wellness program. As such, it is subject to additional requirements, including the limit on the reward. The HIPAA rules provide that the reward for a health-contingent wellness program, together with the reward for other health-contingent wellness programs with respect to the plan, cannot exceed 30% of the total cost of employee-only coverage under the plan, or 50% to the extent the program is designed to prevent or reduce tobacco use. As such, if the employer’s wellness program involves only a tobacco prevention program which imposes a premium surcharge on those employees who use tobacco products (i.e., smoke), then the surcharge can be no

more than 50% of the total cost of employee-only coverage under the plan. If, in addition to employees, any class of dependents (such as spouses, or spouses and dependent children) may participate in the health-contingent wellness program, the reward (or penalty) cannot exceed the applicable percentage of the total cost of the coverage in which the employee and any dependents are enrolled (such as family coverage or employee-plus-one coverage).

The following examples illustrate how the reward limits apply.

Example 1: Alpha Company sponsors a group health plan. The annual premium for employee-only coverage is $6,000 (of which the employer pays $4,500 per year and the employee pays $1,500 per year). The plan offers employees a health-contingent wellness program with several components, focused on exercise, blood sugar, weight, cholesterol and blood pressure. The reward for compliance is an annual premium rebate of $600. As the reward for the wellness program ($600) does not exceed

the applicable percentage of 30% of the total annual cost of employee-only coverage, $1,800 ($6,000 x 30% = $1,800), the program is compliant with the reward limits.

Example 2: Beta Company sponsors a group health plan. The annual premium for employee-only coverage is $6,000 (of which the employer pays $4,500 per year and the employee pays

$1,500 per year). The plan offers employees a health-contingent wellness program that is exclusively a tobacco prevention program. Employees who have used tobacco in the last 12 months and who are not enrolled in the plan’s tobacco cessation program are charged a $1,000 premium surcharge (in addition to their employee contribution towards the coverage). (Those who participate in the plan’s tobacco cessation program are not assessed the $1,000 surcharge.) As the reward for the wellness program (absence of a $1,000 surcharge) does not exceed the applicable percentage of 50% of the total annual cost of employee-only coverage, $3,000 ($6,000 x 50% = $3,000), the program is compliant with the reward limits.

Willis North America | February 201510

Example 3: Delta Company sponsors a group health plan. The annual premium for employee-only coverage is $6,000 (of which the employer pays $4,500 per year and the employee pays $1,500 per year). The plan offers a $600 reward for compliance with the health-contingent wellness program and imposes an additional $2,000 tobacco premium surcharge on employees who have used tobacco in the last 12 months and who are not enrolled in the plan’s tobacco cessation program. (Those who participate in the plan’s tobacco cessation program are not assessed the $2,000 surcharge.) The total of all rewards (including absence of a surcharge for participating in the tobacco program) is $2,600 ($600 + $2,000 = $2,600) and does not exceed the applicable percentage of 50% of the total annual cost of employee only coverage ($3,000). In addition, tested separately, the $600 reward for the wellness program unrelated to tobacco use does not exceed the applicable percentage of 30% of the total annual cost of employee-only coverage ($1,800).

Example 4: Omega Company sponsors a group health plan. The total annual premium for employee-only coverage (including both employer and employee contributions towards the coverage) is $5,000. The plan provides a $250 reward to employees who complete a health risk assessment, without regard to the health issues identified as part of the assessment. The plan also offers a Healthy Heart program, which is a health-contingent wellness program, with an opportunity to earn a $1,500 reward. Even though the total reward for all wellness programs under the plan is $1,750 ($250 + $1,500 = $1,750, which exceeds the applicable percentage of 30% of the cost of the annual premium for employee-only coverage [$5,000 x 30% = $1,500]), only the reward offered for compliance with the health-contingent wellness program ($1,500) is taken into account in determining whether the program is compliant. (The $250 reward is offered in connection with a participatory wellness program and therefore is not taken into account.) Accordingly, the health-contingent wellness program offers a reward that does not exceed the applicable percentage of 30% of the total annual cost of employee-only coverage.

WELLNESS PROGRAMS THAT CONDITION ELIGIBILITY FOR A HEALTH PLAN REWARD UPON A PARTICIPANT’S ABILITY TO MEET A STANDARD RELATED TO A HEALTH FACTOR – HEALTH-CONTINGENT WELLNESS PROGRAMS – ARE PERMISSIBLE ONLY IF FIVE REQUIREMENTS ARE MET.

“

”

11Willis North America | February 2015

Each of the above programs has been approved for 1 recertification hour toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org.

WEBCASTS

HOW TO USE A PRIVATE EXCHANGE TO SUPPORT YOUR HUMAN CAPITAL GOALS

TUESDAY, MARCH 17, 2015 2 P.M. EASTERNPresented by:Ronald S. Leopold, MD, MPH Practice Leader Health Outcomes Human Capital Practice

The debate on the employer return on investment (ROI) for wellness programs is louder than ever. It’s time to end the clamor. Traditional medical-cost-based ROI methodologies have been challenged as overly optimistic, and sometimes flawed. What’s actually working and how do we know? What are employers actually getting for their money? What’s the real business value of a healthier working population?

The truth is, industry best practices are seeing medical cost trends actually bend by deploying smarter health and wellness programs.

Is there value beyond medical cost reduction? A healthier workforce drives improved workforce morale and lower employee turnover. Absenteeism and presenteeism costs are often tough to pinpoint, but some companies are measuring how better health improves day-to-day operations.

This presentation will focus on successfully making the case to senior management for investments in workplace health and wellness; and crafting a data-driven strategy for your workforce based on medical and pharmacy claims.

During this session participants will learn: � The value of a healthier workforce leads to lower rates of

absenteeism and presenteeism � Healthier employees are more engaged in their jobs and

are more loyal to their employers � Businesses with healthier workers run better and have

been proven to be more profitable � Employers should employ risk stratification to develop

strategies specific to their workforce

To RSVP, click here.

NOTE: Advance RSVP is required to participate in this call. Registration ends 1 hour prior to the call start time.

Presented by: Rob Harkins, Practice Leader Private Exchanges Human Capital Practice

Employers have a multitude of concerns, including the rising cost of health care and how to best address changing regulations emerging out of the evolving health care environment.

At the same time, they’re focused on maintaining a human capital strategy that addresses external demands, and continues to provide competitive benefits that will attract and retain employees. Is there a role for private exchange in all of this?

That’s what this session will explore. We’ll look at feedback from the early adopters. Lay out exactly what a private exchange is. Discuss how it can address health care cost drivers. Examine how it can add dimension and direction to your human capital strategy. From the pros to the cons, this “how-to” session will cover it all.

And if you decide a private exchange is right for your organization? This session will show you how to get started.

During this session participants will learn: � The features and value of a defined contribution

model with a private exchange. � What constitutes a private exchange and how it

can help drive a Human Capital strategy. � What motivated some employers to migrate

early—and how the private exchange model can (and cannot) address health care cost drivers.

To RSVP, click here.

NOTE: Advance RSVP is required to participate in this call. Registration ends 1 hour prior to the call start time.

HOW TO JUSTIFY WORKPLACE HEALTH AND WELLNESS PROGRAMS — THEIR VALUE ON INVESTMENT (VOI)

TUESDAY, FEBRUARY 17, 2015 2:00 PM EASTERN

Willis North America | February 201512

NEW ENGLAND

Auburn, ME207 783 2211

Bangor, ME207 942 4671

Boston, MA617 437 6900

Burlington, VT802 264 9536

Hartford, CT860 756 7365

Manchester, NH603 627 9583

Portland, ME207 553 2131

Shelton, CT203 924 2994

NORTHEAST

Buffalo, NY716 856 1100

Morristown, NJ973 539 1923

Mt. Laurel, NJ856 914 4600

New York, NY212 915 8802

Norwalk, CT203 523 0501

Radnor, PA610 254 7289

Wilmington, DE302 397 0171

ATLANTIC

Baltimore, MD410 584 7528

Knoxville, TN865 588 8101

Memphis, TN901 248 3103

Metro, DC301 581 4262

Nashville, TN615 872 3716

Norfolk, VA757 628 2303

Reston, VA703 435 7078

Richmond, VA804 527 2343

Rockville, MD301 692 3025

SOUTHEAST

Atlanta, GA404 224 5000

Birmingham, AL205 871 3300

Charlotte, NC704 344 4856

Gainesville, FL352 378 2511

Greenville, SC864 232 9999

Jacksonville, FL904 562 5552

Marietta, GA770 425 6700

Miami, FL305 421 6208

Mobile, AL251 544 0212

Orlando, FL407 562 2493

Raleigh, NC704 344 4856

Savannah, GA912 239 9047

Tallahassee, FL850 385 3636

Tampa, FL813 281 2095

Vero Beach, FL772 469 2843

MIDWEST

Appleton, WI800 236 3311

Chicago, IL312 288 7700

Cleveland, OH216 861 9100

Columbus, OH614 326 4722

Detroit, MI248 539 6600

Grand Rapids, MI616 957 2020

U.S. HUMAN CAPITAL PRACTICE OFFICE LOCATIONS

KEY CONTACTS

13Willis North America | February 2015

Milwaukee, WI262 780 3476

Minneapolis, MN763 302 7131763 302 7209

Moline, IL309 764 9666

Overland Park, KS 913 339 0800

Pittsburgh, PA412 645 8506

Schaumburg, IL847 517 3469

SOUTH CENTRAL

Amarillo, TX806 376 4761

Austin, TX512 651 1660

Dallas, TX972 715 2194972 715 6272

Denver, CO303 765 1564303 773 1373

Houston, TX713 625 1017713 625 1082

McAllen, TX956 682 9423

Mills, WY307 266 6568

New Orleans, LA504 581 6151

Oklahoma City, OK 405 232 0651

San Antonio, TX210 979 7470

Wichita, KS316 263 3211

WESTERN

Fresno, CA559 256 6212

Irvine, CA949 885 1200

Las Vegas, NV602 787 6235602 787 6078

Los Angeles, CA213 607 6300

Phoenix, AZ602 787 6235602 787 6078

Portland, OR503 274 6224

Irvine, CA949 885 1200

San Diego, CA858 678 2000858 678 2132

San Francisco, CA415 291 1567

San Jose, CA408 436 7000

Seattle, WA800 456 1415

50772/2/15

The information contained in this publication is not intended to represent legal or tax advice and has been prepared solely for educational purposes. You may wish to consult your attorney or tax adviser regarding issues raised in this publication.