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H E A L T H W E A L T H C A R E E R
H O W T O M A N A G E T H E S A N D W I C H G E N E R A T I O NT O O L S F O R H R P R O F E S S I O N A L S
Presented by:
Peggy Sutton, Mercer PeopleProRuth Baylis, Mercer PeoplePro
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H O U S E K E E P I N G
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The use of this seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
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© MERCER 2017 4Options, approvals
T O D A Y ’ S F E A T U R E D S P E A K E R S
Prior to this role, Amit was a Health and Benefits consultant , helping clients on various topics such as the Affordable Care Act (ACA) Regulations, annual market trends and benefit strategies.
Amit Loungani
Ruth BaylisMercer PeopleProPRO Consultant
Ruth Baylis has 20+ years in HR, on the client side of the business. She has experience in Financial Services, Healthcare, Tech startups and Environmental non-profits. Her specialties lie in the Talent Acquisition/Management and Business Partner space.
Ruth holds a BA in Sociology from the University of Massachusetts and a MS in Industrial & Labor Relations from the University of New Haven.
A 20-year veteran, Tonushree Mondal has worked across the Consumer, Technology, Financial Services, Education, Oil and Gas industries, for global clients, in country and in field operations throughout the world.
Kathleen has 20+ years in HR management and consulting, proceeded by several years in Finance. Her experience includes a consulting role for one of the ”Big 4”, as well as HR leadership roles in corporate settings that included financial services, energy, durable and non-durable goods manufacturing. She holds a BA in Business from Washington State University, along with an MBA with a double major in HR and Finance, as well as SPHR, CEBS and CCP designations..
A long tenured Mercer employee, Peggy brought her 20+ years of HR and operations experience to the People Operations Leader role within Mercer PeoplePro. She oversees anything related to recruiting, talent, operations, employee and customer experience, project management, and bringing “out-of-the-box”, streamlined solutions to the table and to fruition.
Peggy holds a Bachelor’s degree from the University of California, Riverside in Psychology and a Masters from Chapman University in Human Resource Management & Development.
Peggy SuttonMercer PeopleProPeople Operations Leader
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W H A T Y O U W I L L E N J O Y T O D A Y
• What is the “sandwich generation”?• Why is it a concern?• Tools to help staff and management
address needs• Policies and procedures – best
practices• Measures of success
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WHAT IS THE SANDWICH GENERATION AND WHY DO WE CARE?
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D E F I N I N G T H E P R O B L E M
• Term coined by Dorothy Miller in 1981
• The Oxford Dictionary defines the Sandwich Generation as:“A generation of people, typically in their thirties or forties, responsible for bringing up their own children and for the care of their aging parents.”
• Additionally the term is referred to in terms of households:“Many households today are made up of sandwich families -- a couple that is "sandwiched" between their children and their parents, trying to simultaneously raise young children, take care of aging parents and work full time.”
• “Open Faced”:Carol Abaya adds a “sandwich” definition of Open Faced which is anyone involved in caring for elders – not necessarily those with children
• It’s a real struggle for our workforce, and we are all in this together!
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D E F I N I N G T H E P R O B L E M , C O N T I N U E D
According to a study by MetLife and Pew Research Center:
• “Nearly half of adults -- and 60% of the workforce -- are caring for aging parents or disabled adults, according to studies by MetLife and Pew Research Center. The Sandwich Generation is struggling with work-life issues. A majority of working Sandwich Generation caregivers are forced to make adjustments in their careers, such as turning down promotions, scaling back hours or even leaving their jobs.
• And as Sandwich Generation employees feel the pressure of work and home, their employers, too, are feeling the effects. Businesses are losing tens of billions each year in lost productivity costs due to care-related issues.”
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W H Y N O W ?
The two components:
• Aging Adults– Due to advances in medical care, nutrition and other life prolonging programs,
adults are living into 80’s and 90’s– No longer able to completely care for themselves
• Children and Boomerang Children– Young children – under 18 and living at home– Adult children (under 30) moving home or in need of assistance– According to the New York Times,1 in 5 adult children live with their parents– 45% of 25 year olds are in debt for student loans
The question we face as HR professionals - Is it really work-life balance or do we need to figure out a better way to help our workforce manage work-life integration?
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ISSUES FOR HR TO CONSIDERAND WHY IT IMPACTS YOUR COMPANY
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R E A L I T Y C H E C K – P O L L # 1
• Primary caregiver for mother with Alzheimer’s
• Support for wife with a partial disability which limits her daily activities
• Financial support for two daughters effected by prior layoffs in their families
Currently, what does your organization provide to help?A. EAPB. Flexible work scheduleC. Reduced work scheduleD. A combination of A, B and/or C
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W H A T H A P P E N E D A N D W H A T H E L P E D
Actions by family
• Attending care giver support groups
• Taking Mom to daycare several days per week
• Periodic caregiving relief from family
• Contracting out some routine household activities-house cleaning, lawn maintenance
Resources:
• Local county agencies for resources and grant options.
• Alzheimer’s Association for support groups and information
• Hospice
• Financial counseling support for family members for college expenses
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R E S U L T S A N D I M P A C T
• The hard truth – there is no such thing as work-life balance. Success means embracing the reality of work-life integration and trusting some give and take
• The Sandwich Generation is struggling with work-life issues: – Distracted– Financial pressures– Time constraints– Impact to health and wellness of employees
• Non-traditional resources
• 45% of caretakers are men and 55% are women
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H O W I T A F F E C T S Y O U R B O T T O M L I N E
• One recent study found that caregiving reduces work productivity by 18.5%
• Study conducted by the National Alliance for Caregiving estimates that lost productivity costs employers $30-$50 billion per year.
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F I N A N C I A L P R E S S U R E
• A study commissioned by the Pew Research Center:– “21% of respondents ages 40 to 59 provided some financial support to a
parent age 65 or older. By contrast, 48% provided support to at least one adult child - an increase from 42% just seven years ago.
– Of parents providing primary support to an adult child, 62% say they're doing so because the child is still in school. But more than a third (36 ) are doing so for some other reason.
– One in seven survey respondents provided financial support to both an aging parent and a child.”
• In order to help financially, many caretakers are dipping into their savings and retirement accounts, jeopardizing their own future security
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E M P L O Y E E H E A L T H A N D W E L L N E S S
• Absenteeism
• Depression
• Medical care costs (both the employee and company)
• Employees providing eldercare were more likely to report fair or poor health in general. For example, among female employees ages 50 and older, 17% of caregivers reported fair or poor health compared to 9% of non-caregivers. Among men ages 18 to 39 and women ages 40 to 49, caregivers were also marginally more likely than non-caregivers to report lower health ratings.*
• Younger caregivers (ages 18 to 39) demonstrated significantly higher rates of cholesterol, hypertension, chronic obstructive pulmonary disease (COPD), depression, kidney disease, and heart disease in comparison to non-caregivers of the same age.*
• Work safety issues should also be considered (injury from distraction, exhaustion, etc)
*MetLife Study Working Caregivers and Employer Health Care Costs
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H O W T O I D E N T I F Y T H E W A R N I N G S I G N S
• Change in work performance and/or attitude• Lack of patience, easily frustrated• Erratic time management• Absenteeism or needing to take time away to care for
family members• Turning down stretch assignments, new opportunities• Safety or injury concerns
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R E A L I T Y C H E C K - P O L L # 2
• According to AARP caregiver work productivity is reduced by 18.5%, which is at an estimated cost to employers of $30-$50 billion per year.
• Example:
• Working mother of three little kids ages 2, 3, and 5
• Husband who has late client dinners and a very random travel schedule
• Struggling to manage the lives of three little kids with activities
• Full-time job that is fabulous
• Currently, what could/would your organization do:A. Offer flexible work scheduleB. Offer a reduced scheduleC. EAPD. A combination of A, B and/or C
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W H A T H A P P E N E D A N D W H A T H E L P E D
Actions by family
• Family was not available to help
• Left full-time position for flexible work environment
• Therapy to deal with reality of situation and limits
Resources:
• EAP
• “Maternity Concierge”
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HOW CAN YOU LESSEN THE IMPACT
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W H A T T H E C O M P A N Y C A N D O
• Flexibility is key
• Employee Resource Groups (ERP)
• Work with your EAP to put together a list of resources for after school programs, camps, tutors, local elder care and caretaker resources
• List of resources might include:– Eldercare Locator, a federally funded toll-free number (1-800-677-1116)
http://www.eldercare.gov/ Eldercare.NET/Public/Home.aspx). – Center for Medicare Services (CMS), When Employees Become
Caregivers, a guide for human resource managers https://www.cms.gov/– EAP sessions– Company retirement plan provider advice sessions to staff– Alzheimer’s Association http://www.alz.org/– American Cancer Association www.cancer.org/– Financial planning tools
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W H A T T H E C O M P A N Y C A N D O , C O N T I N U E D
• Develop wellness programs to help the caregiver– Mindfulness– Lunch time exercise options– Gardening program– Financial planning and advice
• Ensure your interview process reflects a sensitivity for flexibility
• Set expectations for manager and employee
• Back the ideas with policies and “walk the walk” at all levels!
• Maintain an open door policy, but don’t jeopardize confidentiality
• Employee handbook, onboarding and materials should visibly reflect your philosophy
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R E A L I T Y C H E C K - P O L L # 3
• Father diagnosed with Parkinson’s disease
• Needed to move to be nearer to daughters. Subsequently moved to assisted living
• Parents lifetime savings slowly dwindled
• Moved to skilled nursing care. Finances would last only a short time.
• Currently, what could/would your organization do?– A) Financial Planning– B) Resources regarding alternative living facilities– C) Legal Advice – options– D) All of the Above
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W H A T H A P P E N E D A N D W H A T H E L P E D - A N D D I D N ’ T
• Personally resourceful
• Stayed working longer than expected
• Pressure (perceived?) to retire and make way for next generation of Senior Managers. Called a “blocker”
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M E A S U R E S O F S U C C E S S
• Numbers of staff leaving to care for family members declines
• Through surveys, staff express appreciation for the new programs and identify with the organization in a more robust manner
• The organization is able to retain valuable high potential individuals; decreased turnover, increased retention
• Culture of the organization is recognized as an employee friendly and good place to work
• Productivity increases
• Absenteeism decreases
• Employee referrals increase
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W R A P U P• “Its critical that employers help employees navigate these challenging
circumstances, not only for better business performance, but also for the emotional and financial well-being of their employees.”*
• You cannot ignore the needs of flexibility, the financial pressures or the need for employees to express their concerns and personal pressures to those in the workplace.
• Make sure your benefits package addresses health, emotional and financial needs
• It’s a retention and attraction tool – highlight it!
• Do not forget resources needed to manage new programs – HRIS!
*TIAA
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QUESTIONS
Enter all questions into the “Questions” section of the GoToWebinar panel on your computer screen
Special OfferEnjoy a free Mercer PeoplePro consultation, plus 2 free hours towards your first project. https://mercerpeoplepro.com/wellbeing
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The use of this seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, SPHRi™ recertification through HR Certification Institute's® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
Be watching using YOUR
unique URL for login
Stay on the webinar, online for the full 60
minutes.
Certificates delivered by
email no later
HOUSEKEEPING
than 7/7/17
© MERCER 2017 29
Thinking about the Sandwich Generation? We can help with employee handbooks, evaluating appropriate benefit options -or anything else you need!
© MERCER 2017 30
• Ascentis HRIS:– Branded portal– Capture & report on data– ACA-compliant– Comprehensive benefits
administration– Over 300 standard reports
• Mid-sized, US-based business
• Manage and automate critical processes spanning the employee lifecycle.
ASCENTIS SOLUTIONS
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