reaching new horizons as a destination employer · · 2017-12-19best-in-class benchmarking...

BEST-IN-CLASSBENCHMARKING ANALYSIS

FOR MIDSIZE EMPLOYERS

Reaching New Horizons as a Destination Employer

FINDINGS AND INSIGHTS FROM THE 2016 BENEFITS STRATEGY & BENCHMARKING SURVEY

Arthur J. Gallagher & Co. AJG.COM 3

MIDSIZE EMPLOYERS

Table of Contents

Executive Summary .....................................................................................4Overview ................................................................................................................................. 4Methodology ............................................................................................................................ 5

Best-in-Class Profile Group — Healthcare Cost Control .....................................6Best-in-Class Attributes — Healthcare Cost Control ....................................................................... 7

Best-in-Class Profile Group — Human Resource Management .........................10Best-in-Class Attributes — Human Resource Management .......................................................... 11

Best of the Best — Top Performers in Both Profile Groups ...............................13Best-of-the-Best Attributes ...................................................................................................... 14

Best-of-the-Best Employer Case Study: Edwards Vacuum ...............................19

About Gallagher .......................................................................................20

http://www.ajg.com

4 BEST-IN-CLASS BENCHMARKING ANALYSIS 2016 Benefits Strategy & Benchmarking Survey

MIDSIZE EMPLOYERS

Executive SummaryOverviewBenchmarking results help provide the insights employers need to make more confident decisions about changes to their benefits and compensation approach, whether minor or major. And the purpose of a best-in-class benchmarking analysis is to challenge assumptions about what’s possible.

When employers have a sense of where they stand compared to their peers, based on relevant data, they can identify new opportunities to redefine and refine the strategies, tactics and operational execution it takes to improve performance. Most of the time and energy that goes into formulating their human capital strategies, and deciding how to invest limited resources, revolves around two questions:

• How do we control rising healthcare costs?

• What’s the right approach to attracting, retaining and engaging people to drive business results?

For most employers, the best responses to these questions are intertwined.

Sometimes there’s a need to intently focus on one of these concerns and accept progress limits on the other. More often, staying competitive requires the ability to excel at both — containing the rising healthcare cost trend while cultivating a destination employer work experience.

This Best-in-Class Benchmarking Analysis interprets selected data from midsize employers with 100 to 999 full-time employees (FTEs) that responded to Gallagher’s 2016 Benefits Strategy & Benchmarking Survey.* Based on findings, the analysis describes key attributes of best-in-class organizations in two profile groups, defined by areas of excellence:

• Healthcare cost control

• Human resource management

Each group represents a best-in-class competency that’s critical for outperforming other midsize employers. The report also describes the strategies, tactics and programs that distinguish the best-of-the-best employers — those organizations that lead their peers in both healthcare cost control and human resource management.

*A version of this report based on the responses of large employers with 1,000 or more FTEs is also available.


MIDSIZE EMPLOYERS

MethodologyGallagher followed a six-step process to identify and characterize best-in-class midsize employers:

Best-in-Class Analysis Process

12

34

56

Identify Profile Groups and establish evaluation criteria• Profile Group 1:

Healthcare cost control• Profile Group 2:

Human resource management

Select Survey Questions and Score Responses for each profile group

Run Quartile Analysisto identify each group’s best-in-class employers • Total score = upper

20% – 25% (1st quartile)

Identify the Best of the Best• Top-performing

employers in both groups

Determine the Best-in-Class and Best-of-the-Best Attributes based on statistical significance

Analyze Datafrom Gallagher’s Benefits Strategy & Benchmarking Survey

Best-in-Class Analysis Process

1. Analyze data from Gallagher’s 2016 Benefits Strategy & Benchmarking Survey.

2. Identify profile groups and establish evaluation criteria.

• Profile group 1: Healthcare cost control

• Profile group 2: Human resource management

3. Select questions from the survey that are relevant to the two profile groups. Score all responses to the questions

for each group and then total the scores.

• A total of 997 midsize employers responded to the entire set of profile group questions.

4. Divide the total scores for each group into quarters — or quartiles — according to their values, and assign each

employer to a quartile. The top quartile for each group includes the highest-scoring or “best-in-class” employers

for healthcare cost control (20%) and human resource management (20%).

5. Identify the best-of-the-best employers among the best-in-class pool. These exceptional performers either scored

in the top quartile of both profile groups, or in the top quartile of one profile group and within the top two

quartiles of the other. Just 108 midsize employers (11%) qualified as the best of the best.

6. Determine the attributes that separate the best-in-class and best-of-the-best employers from all other midsize

survey participants, by analyzing response data for questions on strategy, tactics and programs.

http://www.ajg.com


MIDSIZE EMPLOYERS

Best-in-Class Profile Group — Healthcare Cost ControlCriteria for midsize employers who are best in class at controlling healthcare costs include their success in containing healthcare premium increases over the past three years, and their perspective on the effectiveness of their healthcare cost-management strategy.

Measures of best-in-class healthcare cost control

• Health plan premium increase (%) — at the most

recent renewal

• Health plan premium increase (%) — one year prior

• Health plan premium increase (%) — two years prior

• Self-assessed healthcare cost management strategy

effectiveness

Best-in-class employers achieved at least one of these metrics for premium cost increases in the past three years: 3.9% or less for the last three years; 0.9% or less for two of those years; or 0.9% or less for one year and 3.9% or less for another year within this period. Based on a comparison of employers’ premium increases, they were assigned to a quartile for each year of the three-year period.

The position or ranking of employers within their quartile determined the number of points they earned per year. Those with consistently low year-over-year health plan premium cost increases collected the most points overall, and were likely to be included among the best in class for healthcare cost control.

Points were also assigned based on the level of confidence employers reported in the effectiveness of their strategy to manage healthcare costs. Employers expressing more confidence received more points.

The highest possible total score was 20 points — including rankings for both premium increases and strategy effectiveness. Scoring at least 13 points, 202 employers (20%) qualified for the top quartile as best in class for healthcare cost control.

Best-in-class health premium — trend requirementEmployers achieved at least one of these premium increase metrics over the past three years:

3.9% or less (all 3 years)

0.9% or less (2 of 3 years)

3.9% or less (1 of 3 years) + 0.9% or less (1 of 3 years)

Midsize Employers: Healthcare Cost Control

20%

27%23%

30%

Top Quartile: Best in Class

Quartile 2

Quartile 3

Bottom Quartile


MIDSIZE EMPLOYERS

Best-in-Class Attributes — Healthcare Cost ControlWhen survey responses from best-in-class employers were compared to the rest of their midsize peers, 18 distinguishing attributes emerged. An analysis of these attributes suggests that best-in-class employers are using the same approach to healthcare cost control: They provide competitive healthcare benefits they believe are affordable for employees, by taking concrete steps to manage costs while also promoting an ongoing culture of employee wellbeing.

Offer Competitive Benefits that Employees Can AffordMore often than their midsize peers, best-in-class employers provide industry-competitive health benefits (88% vs. 78%). They’re also more likely to report that employees can afford healthcare premiums (90% vs. 73%) and additional costs such as deductibles, copays and coinsurance (79% vs. 66%).

Consistent with these findings, fewer best-in-class employers resorted to increasing two significant costs in 2016 — employees’ contributions to health plan premiums (45% vs. 63%), and cost sharing through plan design changes (44% vs. 64%). They were also less likely to change plan carriers (17% vs. 26%).

In the final analysis, these best-in-class healthcare cost-control attributes likely contributed a greater frequency of employee satisfaction with their health benefits (74% vs. 61%).

Report affordable healthcare premiums for employees*

90%

73%

Provide industry-competitive health benefits88%

78%

Report affordable deductibles, copays and coinsurance for employees*

79%

66%

Increased cost sharing through plan design changes in 2016

Report employee satisfaction with health benefits

44%

64%

74%

61%

45%

63%

17%

26%

Increased employee contributions to health plan premiums in 2016

Changed plan carrier in 2016

Best in Class Other Midsize Employers

Blue cells mark best-in-class responses that are lower compared to other midsize employers.

* Affordability is self-selected by employers and may be based on objective and/or subjective measures.

http://www.ajg.com


MIDSIZE EMPLOYERS

Actively Engage in Healthcare Cost ControlMidsize employers that are best in class for healthcare cost control are taking concrete actions to manage their costs. What’s more, the tactics they’re using can help contain costs without a negative impact on eligible employees. Best-in-class employers are more likely than others to choose a self-insured funding arrangement for their medical plan (50% vs. 36%). This acceptance of higher financial risk for healthcare claims offers them lower health plan fees, greater control over healthcare costs and possible savings from managing these costs well. In greater numbers, they also report the use of a specialty pharmacy benefit manager (PBM) to help control specialty drug costs (31% vs. 19%), a fast-rising component of healthcare spending.

Beyond structural decisions, a larger percentage of best-in-class employers implement some basic “blocking and tackling” cost controls. Eligibility audits (46% vs. 30%) and dependent eligibility audits (27% vs. 21%) are two examples.

In addition, the integration of health and disability management programs is more common among best-in-class employers (30% vs. 19%), which can help them manage high medical costs that accumulate around disability cases. And these employers are nearly twice as likely as their peers to reduce medical costs for employees who opt to have certain procedures at designated centers of excellence (12% vs. 7%).

Use a specialty PBM31%

19%

Choose a self-insured funding arrangement for the medical plan

50%

36%

Conduct eligibility audits 46%

30%

Integrate health and disability management programs

30%

19%

27%

21%

12%

7%

Conduct dependent eligibility audits

Reduce costs for employees who use centers of excellence for certain medical procedures


INTEGRATED HEALTH AND DISABILITY MANAGEMENT

This integrated, proactive approach focuses on maintaining employee health and wellbeing. The goal is to give management the tools they need to keep employees actively at work, in spite of injuries or illnesses.


MIDSIZE EMPLOYERS

Focus on Improving Employee WellbeingMore than their midsize peers, employers that are best in class for healthcare cost control focus on improving the wellbeing of employees and their dependents. Survey findings indicate they have more confidence in their strategy to promote health and wellbeing (57% vs. 48%), which could be linked to a greater tendency to offer wellness programs (69% vs. 55%).

Best-in-class employers more frequently extend wellness programs to dependents (26% vs. 18%) as a way to engage those who often drive more than half of the total healthcare spend. They also manage wellbeing costs in a similar manner to healthcare costs, favoring tactics that don’t negatively impact eligible employees. For example, best-in-class employers more commonly include programs on financial wellbeing as part of their wellness offering (42% vs. 33%).

Offer a wellness program 69%

55%

Confident in the organization’s strategy to promote employee health and wellbeing

57%

48%

Extend wellness program eligibility to dependents

26%

18%

42%

33%Provide financial wellbeing opportunities as part of the wellness program


http://www.ajg.com


MIDSIZE EMPLOYERS

Best-in-Class Profile Group — Human Resource ManagementCriteria for midsize employers who are best in class for human resource management include three areas of focus, which are often seen as reliable indicators of the broader “health” of the human resource function. Their turnover metrics capture the outcome of a key human resource objective. And the other two factors include employers’ self-reported success in managing HR-related challenges, and their processes for assessing and improving employee engagement.

Measures of best-in-class human resource management

• Turnover percentage

• Successful management of HR-related challenges

• Assessment of workforce satisfaction, motivation and

commitment

• Completion of a workforce engagement survey within the last two years

• Strategy to improve employee engagement

Turnover was analyzed by industry and points were assigned by quartile. To account for the importance of this outcome-based factor, this measure was weighted twice as heavily as the others.

The highest possible total score was 28 points — including rankings for turnover metrics, self-reported success in managing HR-related challenges, and established processes to assess and drive employee engagement. Scoring 17– 28 points, 205 employers (20%) qualified for the top quartile as best in class for human resource management.

Midsize Employers: Human Resource Management

Top Quartile: Best in Class

Quartile 2

Quartile 3

Bottom Quartile

20%

31%29%

20%

Education, Energy, Financial Services, Healthcare, Manufacturing, Public Entity, Religion, Transportation, Wholesale

5%

Business Services, Construction, Entertainment/Hospitality/Restaurant, Pharmaceutical, Retail, Technology

9%

or Less:

or Less:

Best-in-class turnover by industry


MIDSIZE EMPLOYERS

Best-in-Class Attributes — Human Resource Management When survey responses from best-in-class employers were compared to those of their midsize peers, 12 distinguishing attributes emerged. An analysis of these attributes led to three conclusions. Considered together, these key insights suggest that performance-oriented best-in-class employers favor strategic organizational dynamics focused on business and employee growth. Aligned with this goal, they highly value employee wellness, choice and accountability as drivers of engagement and productivity. And they respect the power of employee communication to enhance success.

Emphasize Performance and Align Business and People Management StrategiesBest-in-class employers are more likely than their midsize peers to rate maintaining and growing market share a top operational priority (34% vs. 21%). They also have a greater tendency to count increasing the engagement and productivity of their workforce among their top HR priorities (43% vs. 31%), possibly in support of their growth aspirations. Less pressing operational priorities for the best in class are controlling employee benefit costs (35% vs. 54%) and coping with government regulations (18% vs. 30%).

The emphasis that best-in-class employers place on organizational dynamics is reflected in how they value compensation and benefits. Compared to other midsize employers, nearly twice as many regard these rewards as investments in maximizing workforce performance to achieve business outcomes (46% vs. 25%). Consistent with this finding, they base their benefits planning on their organization’s strategic plans (51% vs. 36%). To help align employees with organizational performance goals, best-in-class employers are also more likely to engage employees by giving them timely and constructive feedback (76% vs. 64%), and providing interesting and challenging work (49% vs. 34%).

Rank increasing workforce engagement and productivity as a top 3 HR priority

35%

54%

Rank maintaining or growing market share as a top 3 operational priority

34%

21%

Rank controlling employee benefit costs as a top 3 operational priority

43%

31%

View compensation and benefits as investments in maximizing workforce performance to achieve business outcomes

Give timely and constructive feedback to employees

46%

25%

76%

64%

18%

30%

51%

36%

49%

34%

Rank coping with government regulations as a top 3 operational priority

Base benefits planning on strategic organizational plans

Provide interesting and challenging work to employees


Blue cells mark best-in-class responses that are lower compared to other midsize employers.

http://www.ajg.com


MIDSIZE EMPLOYERS

Promote Employee Wellness and AccountabilityMidsize employers designated as best in class for human resource management are more likely than others to provide an employee wellness program (69% vs. 57%). They also report a greater tendency to base employee medical plan contributions on program participation (37% vs. 24%), requiring participant accountability for wellness. Consistent with this emphasis on greater ownership of healthcare choices and higher stakes in outcomes, more best-in-class employers offer their employees a consumer-directed health plan option (48% vs. 38%). They also show a stronger tendency to give employees timely and constructive feedback as an engagement tactic (76% vs. 64%), empowering them to be more accountable.

Base employee medical plan contributions on wellness program participation

37%

24%


57%

Offer a consumer-directed health plan 48%

38%

76%

64%Give timely and constructive feedback to employees


Prioritize Effective Employee CommunicationThe best in class for human resource management are two times more likely than other midsize employers to have a comprehensive employee communication strategy (24% vs. 12%). They have a greater tendency to invest in an integrated approach that focuses holistically on safety, wellness, benefits enrollment and other programs, instead of separate strategies for only some programs. By itself, this key finding indicates a commitment to making sure employees are well-informed about their organization and its benefits, policies and programs.

Have a comprehensive communication strategy

Best-in-Class Employers

24%

Other Midsize Employers

12%


MIDSIZE EMPLOYERS

Best of the Best — Top Performers in Both Profile GroupsThe best-of-the-best employers achieved the highest combined scores in both profile groups — healthcare cost control and human resource management. They ranked in the top quartile for one profile group and at least one of the top two quartiles for the other profile group. Just 108 qualified — 11% of midsize employers surveyed.

BEST IN CLASS for Human Resource

Management

BEST IN CLASS for Healthcare Cost

Control

BEST OF THE BESTtop quartile in one profile

group + one of the top two quartiles in the other

http://www.ajg.com


MIDSIZE EMPLOYERS

Best-of-the-Best AttributesResponses from the best of the best were compared against all other midsize employers to identify relevant attributes with statistically significant differences. Not surprisingly, many of the differentiating characteristics of the best-in-class employers for healthcare cost control or human resource management also distinguish the best-of the-best employers.

Align Strategies for Business, Workforce Management and Employee EngagementCompared to their midsize peers, best-of-the-best employers use their organization’s strategic plans more often as a reference point for benefits planning (46% vs. 36%). They are also more likely to view compensation and benefits as investments in maximizing workforce performance to achieve business outcomes (39% vs. 26%).

Related to managing and engaging employees, the best of the best are more likely than the rest to identify training and developing people as a top-three HR priority (49% vs 39%). To achieve this objective, they show a stronger tendency to set clear performance goals for their people (80% vs. 67%), give timely and constructive feedback as a key engagement tactic (83% vs. 63%), and provide interesting and challenging work (53% vs. 34%). It’s also more typical for best-of-the-best employers to support employees in developing and pursuing a career path (56% vs. 44%), and to offer tuition assistance to promote professional development (65% vs. 53%). When it comes to managing leaves and disability, they’re more likely to have a strategy in place (78% vs. 61%), implying more accountability and robust management of lost time.

View compensation and benefits as investments in maximizing workforce performance to achieve business outcomes

39%

26%

Base benefits planning on strategic organizational plans

46%

36%

Rank training and developing people as a top 3 HR priority

49%

39%

Give timely and constructive feedback to employees

Support employees in developing and pursuing a career path

83%

63%

56%

44%

80%

67%

53%

34%

65%

53%

78%

61%

Set clear performance goals for employees

Provide interesting and challenging work to employees

Offer tuition assistance

Have a strategy in place for administering leaves and both occupational and non-occupational disabilities (absence management)

Best of the Best Other Midsize Employers


MIDSIZE EMPLOYERS

Actively Control the Cost of Healthcare Benefits While Focusing on Employee Choice and Satisfaction More often than other midsize employers, the best of the best use multiple tactics to help control healthcare costs. For instance, they take advantage of basic tools such as eligibility audits for employees (40% vs. 22%) and dependents (46% vs. 32%), and opt-out incentives for waiving medical coverage (35% vs. 24%). Best-of-the-best employers are also more prone to implement cost-saving tactics. Key examples include integrating health and disability management (33% vs. 20%) and reducing the employee’s cost of prescription drugs that treat high-cost chronic conditions (10% vs. 4%), an emerging approach also known as value-based insurance design.

Related to employee choice, it’s notable that best-of-the-best midsize employers are more likely than others to offer a full range of health plan options, including a preferred provider organization plan (64% vs. 53%), consumer-directed health plan (34% vs. 25%), health maintenance organization plan (24% vs. 16%) and high-deductible health plan (18% vs. 10%). Interestingly, while only a minority of employers do so, best-of-the-best employers are four times more likely to limit an employee’s choice of health plan based on wellness program participation.

A combined focus on healthcare cost management and employee choice appears to be working to the advantage of health plan participants employed by the best of the best. Compared to their midsize peers, more best-of-the-best employers report that health coverage is affordable to their employees, including plan premiums (86% vs. 76%) and additional costs such as deductibles and copays (80% vs. 68%). And in 2016, these employers were less likely to increase employee contributions to health plan premiums (43% vs. 61%), or add to employee expenses through benefit plan design cost-sharing mechanisms (47% vs. 61%).

Efforts to preserve or expand healthcare choices for employees while keeping their cost share in check are succeeding for best-of-the-best employers. So it’s no surprise that they’re more likely to report employee satisfaction with health benefits (78% vs. 62%).

http://www.ajg.com


MIDSIZE EMPLOYERS

46%

32%Implement dependent eligibility audits

40%

22%Perform eligibility audits

Offer opt-out incentives for waiving medical plan coverage

Offer a high-deductible health plan

35%

24%

18%

10%

Reduce employee costs for prescription drugs to treat high-cost chronic conditions (e.g., diabetes)

Report employee affordability of health plan premiums

Offer a preferred provider organization plan

Increased employee contributions to health plan premiums in 2016

10%

4%

86%

76%

43%

61%

33%

20%

8%

2%

80%

68%

34%

25%

47%

61%

24%

16%

78%

62%

Integrate health and disability management programs

Use limited plan choice as an incentive to increase wellness program participation

Report employee affordability of deductibles, coinsurance and copays

Offer a consumer-directed health plan

Increased employee cost sharing through plan design changes in 2016

Offer a health maintenance organization plan

Report employee satisfaction with health benefits


Blue cells mark best-of-the-best responses that are lower compared to other midsize employers.

64%

53%


MIDSIZE EMPLOYERS

Strongly Invest in Employee WellbeingMidsize best-of-the-best employers are more likely than others to offer wellness programs (76% vs. 55%), but their motivations differ. They show a greater tendency to provide wellness opportunities to improve the employee experience and workforce satisfaction (46% vs. 33%), and to reduce absence rates (13% vs. 3%). And, while only a minority of employers do so, best-of-the-best employers are four times more likely to limit their employees’ choice of health plan based on wellness program participation.

Provide wellness opportunities to improve the employee experience and workforce satisfaction

46%

33%


55%

Provide wellness opportunities to reduce absence rates

Use limited plan choice as an incentive to increase wellness program participation

13%

3%

8%

2%


Focus on Employee Satisfaction and Financial Security Best-of-the-best employers lay a foundation for employee-focused policies and programs in the benefits planning process. Their actions include greater use of workforce data than their midsize peers, such as length of service and performance (35% vs. 26%). Also, the best of the best more commonly consider data from employee preference surveys when planning benefits (26% vs. 18%).

To promote financial wellbeing, best-of-the-best employers more often take steps to gauge the retirement readiness of their employees (47% vs. 36%). They’re also more likely to provide tuition assistance (65% vs. 53%), subsidize long-term care insurance (22% vs. 13%), and offer section 132 commuter benefits (11% vs. 6%).

Use data from employee preference surveys for benefits planning

26%

18%

Use data on workforce characteristics for benefits planning (e.g., length of service, performance)

35%

26%

Take steps to gauge the retirement readiness of employees

47%

36%

Offer employer-subsidized long-term care insurance

11%

6%

65%

53%

22%

13%

Offer tuition assistance

Offer a Section 132 commuter benefits plan


http://www.ajg.com


MIDSIZE EMPLOYERS

Emphasize Strategic Employee CommunicationLike employers who are best in class for human resource management, best-of-the-best employers set themselves apart by emphasizing strategic employee communications based on a comprehensive strategy (20% vs. 12%). They favor an integrated approach that focuses holistically on safety, wellness, benefits enrollment and other programs, over program-specific strategies and communications.

Have a comprehensive communication strategy

Best-of-the-Best Employers

20%

Other Midsize Employers

12%


MIDSIZE EMPLOYERS

10 4020 5030

Best-of-the-Best Employer Case Study: Edwards VacuumEdwards manufactures and supplies vacuum and abatement equipment used in advanced manufacturing processes.

The overall philosophy behind Edwards Vacuum’s HR strategy and management centers on the value of building a high-performing culture of teamwork and wellbeing. In its competitive high-tech industry, this priority is essential to achieving the goal of being a top employer of choice. Leadership pursues this goal by offering world-class benefits and making the company a great place to work in the minds of their employees.

Edwards credits its healthcare strategies with multiple keys to success, and highlights a recognition and reward program, education on consumerism, and an employee satisfaction survey.

Recognition and Reward ProgramEmployee benefits and supporting tools as well as in-house training are considered employee rewards at Edwards. Also, a recognition and reward program open to both employees and managers enables peer recognition, management recognition and years of service awards. The program includes a system that managers can use to thank employees or otherwise reward them for a good job.

Education on Healthcare ConsumerismEdwards communicates clearly with employees about how to be smart consumers of their healthcare services. Employees are informed about cost and selection tools available on the plan provider’s website, and encouraged to use these resources. The company also educates healthcare participants on choosing between a minute clinic and the emergency room, and using mail order prescriptions — cost-saving measures for both the employees and the company.

Employee Satisfaction SurveyEdwards’ annual employee satisfaction survey also contributes significantly to maintaining a motivated and engaged workforce. Results are reported to each team, whose respective leaders and managers develop one or more action plans for improvement.

Gallagher has acted as a partner to Edwards Vacuum, offering assistance during open enrollment and throughout the year. They’re instrumental in keeping our employees, and me, happy.

— Karen ButlerHR Business Partner, Americas

http://www.ajg.com

About Gallagher Brilliant benefit and compensation solutions build brilliant businesses.

How will healthcare affect your organization? What steps do you take to ensure your HR policies comply with federal, state and country-specific regulations? How are you helping your employees save enough for retirement? What’s the best approach for developing a competitive total rewards program that establishes you as an employer of choice?

You need answers. A data-driven, holistic benefits and compensation solution provides them.

That’s what Arthur J. Gallagher & Co. does. Our trusted advisors get to know you, your business and employees. With that insight, we help you better manage your domestic and international benefits, HR, compensation and retirement challenges.

Our solutions help your people work better so they can make your organization perform better.

TERMS OF USEThe intent of this Survey is to provide you with general information regarding current practice within the employee benefits environment. The data does not constitute recommendations or other advice regarding employee benefit programs, and the user is in no way obligated to accept or implement any information for use within their organization(s). The decision to utilize any information provided rests solely with the user, and application of the data contained does not guarantee compliance with applicable laws or regulations regarding employee benefits. Information provided by the Survey, even if generally applicable, cannot possibly take into account all of the various factors that may affect a specific individual or situation. Additionally, practices described within the Survey should not be construed as, nor are they intended to provide, legal advice.

The Web Site and the Content do not constitute accounting, consulting, investment, insurance, legal, tax or any other type of professional advice, and should be used only in conjunction with the services of a Gallagher consultant and any other appropriate professional advisors who have full knowledge of the user’s situation.

Gallagher does not represent or warrant that the Content will be correct, accurate, timely or otherwise reliable. Gallagher may make changes to the Content at any time. Gallagher assumes no responsibility of any kind, oral or written, express or implied, including but not limited to fitness for a particular purpose, accuracy, omissions and completeness of information. Gallagher shall in no event whatsoever be liable to licensee or any other party for any indirect, special, consequential, incidental, or similar damages, including damages for lost data or economic loss, even if Gallagher has been notified of the possibility of such loss. For the purposes of this section the term “Gallagher” shall be construed so as to include Gallagher Surveys as a marketing division and/or Gallagher Benefit Services, Inc. and its affiliates.

© 2017 Gallagher Benefit Services, Inc.

All rights reserved. No part of this book, including the text, data, graphics, interior design and cover design may be reproduced or transmitted in any form, without explicit consent from Arthur J. Gallagher & Co.

25075-BIC MSE

Gallagher Benefit Services, Inc.www.ajg.com

reaching new horizons as a destination employer · · 2017-12-19best-in-class benchmarking...

Documents