Posted by Kristin Rueber on Thu, Feb 02, 2012 @ 12:02 PM
Written by Patti Trimpin, Human Resources/Recruitment Specialist
Being in the HR field for over 20 years, I thought I knew it all -- so to broaden my horizons, I recently made a career move to the Recruiting side of Human Resources. Like any job, there are good days and bad. But, although I have always prided myself in being a good “match-maker”, I am finding that delivering the best candidates to a customer in the hopes of making a “perfect match” is no easy feat!
I recently read an article from The Hiring Site (powered by CareerBuilder) that particularly spoke to me. This article offers up advice for success in this very crazy industry. Daniel Banfield and Erik Kelley, both account executives in CareerBuilder’s Staffing and Recruiting Group, offered up the following advice based of their own experiences. I felt it was worth reprinting here (with a few minor edits) as each of the 5 points resonated with me.
Five Steps to Success in the Recruiting and Staffing Industry
- Don’t expect success to come to you. The skills that it takes at one level of your career might not necessarily [be] what gets you to the next point in your career. “Know what it takes to be successful, and be completely mindful of what it’s going to take to move up,” Banfield says. To do this, he suggests getting a mentor, who can help you set realistic expectations about your career path and what it takes to move up, including the challenges that come with the various roles. Make every effort to connect with others in the industry (which you can do through LinkedIn or joining a professional organization, such as SHRM), who can guide you along in your career path.
- Make yourself indispensable. “You need to be looked to as leader, someone who’s putting people to work,” says Kelley. Be proactive: join an organization that’s suited to your interests; attend recruiting conferences and events; sign up for free webinars online; follow industry experts on social media sites (CareerBuilderStaffing and FosterThomas HR Consulting), read up on industry reports and blogs to stay current on staffing and recruiting trends. Put forth a little effort to become an expert in your field, and clients and colleagues will begin to see you as an indispensable resource.
- Recognize that change is inevitable: Due to the dynamic, fast-paced nature of the recruiting and staffing industry, it requires a certain amount of agility and willingness to adapt to an ever-changing environment. “If you can’t deal with the element of change very well, then recruiting and staffing is not the career for you, because you will be on an emotional roller coaster with good days and bad,” says Kelley. While Kelley loved “the satisfaction of putting people to work who deserved it,” there were definite downsides to the role as well, such as the disappointment of seeing a candidate ultimately not work out for reasons beyond his control.
- Beware of burnout. “There’s a huge burnout factor,” says Banfield of the nature of the job. Yet there are ways to combat this, such as finding multiple projects to work on, joining a professional organization specific to your niche. Keeping up on the industry and continuously educating yourself are critical to staying ahead. Most importantly, find an organization to work for that encourages growth. “A lot of success is organization-driven. You have to foster that environment [as an organization].”
- Do it because you love it. To paraphrase what Amber Naslund says about social media, If you don’t love it, you’ll suck at it. The same might be said about recruiting. (Okay, you might not suck at it, but passion to succeed definitely works for you in this industry.) “I think people go into recruiting by accident because they need a job, and they find out later that they either hate it or love it,” says Kelley. And it is those who love it, Banfield believes, who will find the most success in this industry: “If someone’s just out for the number, it’s not going to work out.”
This last step mentioned, in my opinion, “Do it because you love it” – is the critical point of this article. While some people burn out from the fast pace and high demands of the job, others thrive on these elements. With all signs pointing towards an improving economy and 52% of companies planning on adding jobs in 2012, it’s those that love it who will find the most success in this industry. If you're finding that you are overwhelmed with staffing and recruiting, contact us to talk about HR Staffing and Outsourced Recruiting. We can help you save you thousands of dollars and keep you loving what you do.
Posted by Kristin Rueber on Mon, Jan 30, 2012 @ 09:54 AM
Written by Marilyn Brown, SPHR, Senior HR Consultant
In a recent phone call with a friend, she told me that her husband did not have a desk in his office but rather a podium on which he rested his laptop (there are some fairly inexpensive options on the market). Then a few days later I saw an article in a children’s magazine discussing the benefit of standing. Now I am giving it a try when given the opportunity.
Does Regular Exercise Combat Long Periods of Sitting?
I was under the impression that if you worked out on a regular basis you would be healthier for the effort, but recent studies have shown that even working out does not combat the risks associated with long periods of sitting. In fact, if you work out for the recommended 30 minutes a day, you are only active for 3% of your day. If you spend most of your day sitting you are putting yourself at an increased risk for obesity, diabetes, heart disease, etc.
Work is a Necessity...Give Your Body a Break
Sitting can be bad for you because it is one of the most passive things your body does. Did you know that chewing gum or fidgeting burns more energy than sitting? Look at our kids - they're in better shape than we are and they fidget and move a lot! Standing causes your muscles to engage and burns energy.
How to Reduce Employee Healthcare Costs
As more employers look for creative ways to reduce healthcare costs, we may see a trend with employers encouraging stand up work stations. Not only is it better for the employee to stand, studies have shown that in increases productivity. The body's metabolism slows when sitting all day, and workers who are more sedentary have been found to be less productive.
Are You a Remote Worker or Telecommuter?
Some employees have taken the standing concept even further by not only replacing their sit down desk with a stand up desk, but also adding a slow treadmill so they can walk while they work. It is not necessary to go to this extreme (but if you work from home, it is an option); instead employers can encourage employees to take small frequent breaks. Sitting should not be for more than one hour at a time; actually 20 to 30 minutes of sitting should then be followed by standing or walking. It is also recommended to allow employees to replace their chair with a therapy ball, which uses more muscles and therefore more energy than a normal chair because you have to support your core and work to maintain balance.
With employers looking for ways to be more efficient — and cut health care costs that rise with unhealthy workers — spending more time standing at work could be an attractive option for companies and employees.
What do you think?
Do you implement any of these ideas at work? Let us know what has or hasn't worked in your office.
Posted by Kristin Rueber on Thu, Jan 19, 2012 @ 03:08 PM
Written by Beth K. Bulger, SPHR - Director, HR Services
If you've ever had the unfortunate experience of a family medical emergency for an immediate family member or other relative (see our recent blog FMLA and Blended Families: In Loco Parentis), you'll know that you or your employees will quickly burn through their Paid Time Off (PTO). Leave Donation policies can help alleviate the stress of lost wages at the same time as creating increased morale in the office. Does your current employee handbook and HR policy include a Leave Donation policy?
Leave Donation is a process whereby employees may voluntarily donate a portion of their earned leave (PTO) to another employee. Organizations recognize that employees may have family emergencies or a personal crisis that result in a need for additional time off in excess of their available PTO. To address this need, organizations have implemented Leave Donation policies, also referred to as Leave Sharing or Voluntary Leave Transfer programs.
Employers that consider implementing Leave Donation policies should take into account the following issues:
- Procedures – application process and the approval/denial process
- Confidentiality - whether or not the donator and the recipient will remain anonymous
- Criteria
- Whether or not employees must be employed a minimum length of time before donating
- The maximum number of hours that may be donated and received
- Guidelines for when the leave donation is appropriate – e.g., catastrophic condition or health related emergencies
- What happens to unused donated leave
In addition, leave donation policies should state that the program is strictly voluntary and that no employee will be coerced or threatened to donate leave.
Office Morale Booster
When done right, Leave Donation policies may lead to greater employee morale as employees come together to support one another during difficult times. Furthermore, employees may have a positive regard for employers that offer this type of program.
If you need assistance creating a comprehensive Leave Donation policy, or other HR policy for your business, please contact FosterThomas for a comprehensive HR solution to meet your needs.
Posted by Kristin Rueber on Tue, Jan 17, 2012 @ 02:19 PM
Introduction by Patti Trimpin, HR Consultant
Companies have been utilizing telecommuting options since the 1970s for a host of reasons.
Some organizations use telecommuting as a "green" approach to help save on the fuel costs, reduce traffic and their overall carbon footprint. Others view it as a key recruiting tool or a way to keep employees closer to customers. Whatever the reason may be, employers are becoming more interested in telecommuting options. Keep in mind that a telecommuting program requires careful forethought and planning to succeed.
I have received many inquiries from clients about what issues can arise with these programs, and whether or not the benefits outweigh the downfalls of a telecommuting program. In researching this topic, I came across an interesting article from HRhero.com. We've reprinted it here in its entirely (with a few minor changes) as it has many useful points for employers and employees.
Telecommuting: Benefits and Challenges for Employers and Employees
“In California in the 1970s employers and employees began exploring telecommuting as an alternative to the regular work schedule with employees physically traveling to and from a set office. Part of the goal was to reduce traffic and save the earth. That's still one of the goals, but it’s not just an old hippie fad. Big companies and big government have embraced telecommuting, and millions of employees swear by it. Telecommuting involves working from just about anywhere besides a company’s main offices — including a workers’ home, clients’ facilities, and employer-owned satellite offices, and even from a hotel room while on the road."
Setting up a Telecommuting Program
Companies implement these programs for a host of reasons besides keeping employees happy or saving money on office space. Some reasons may include:
- Helping an employee save on the cost of gas when prices are high
- Creating a better work-life balance
- Maintaining business operations during natural disasters, epidemics, and other emergencies
- A key recruiting tool
- A way to keep employees closer to customers (HR Staffing options for instance)
The US government, for example, began to formally look into telework with a pilot program in 1990. Uncle Sam wanted to see if it could help recruit, motivate, and retain employees while cutting costs for sick leave, facilities, and transportation. The pilot program showed telework arrangements worked well and provided significant benefits when implemented with the right employees — namely, proven high performers.
Telecommuting to Ensure Business Continuity
In late 2000, Congress enacted a law requiring federal agencies to set up policies for implementing telework and to dramatically increase the number of off-site workers. The movement toward telecommuting became more crucial after the September 11, 2001, terrorist attacks underscored the need for business continuity plans for emergencies.
Cost-Effectiveness and IT
Another reason for heightened interest in telecommuting is simply that it’s become more cost-effective because of cheaper telecommunications and information technology — particularly the broadband connections that support high-speed Internet service. Surveys show that a significant number of people telecommute.
Like any other workplace initiative, a telecommuting program requires careful forethought and planning to succeed. To understand and intelligently address the many issues that can arise with these programs, it’s important to understand the different kinds of telecommuting, the benefits of telecommuting, and how to capitalize on those benefits without falling prey to the potential downsides to off-site employees. Supervisors need to be trained to manage employees who are out of sight and monitor their performance.
See also our previous blog on The Remote Worker: Guidelines for Effective HR Policy
Telecommuting and Employment Laws
Like any other workplace program, there are always employment laws to be considered. With telecommuting, one of the biggest issues can be monitoring the time worked by non-exempt employees to avoid overtime or other wage and hour problems (emphasis added).
Telecommuting also might be a considered as a possible accommodation for a disabled employee under the Americans with Disabilities Act (ADA). Other employment laws to consider when developing and maintaining a telecommuting program include the Family and Medical Leave Act (FMLA), state workers' compensation laws, workplace safety, and employee privacy laws.“
Finding Success
A telecommuting program can be a successful and cost effective arrangement providing significant benefits when implemented carefully, in the right environment and with the right employees.
If you are thinking of implementing a more widespread telecommuting policy, contact us to ensure that your HR policy is effectively managed for you and your valued employees.
Posted by Kristin Rueber on Wed, Jan 11, 2012 @ 02:30 PM
Written by Patti Trimpin, HR Consultant
Does your hiring process/employee in & out processing include integrity testing? Keep reading to find out if this screening tool is a good fit for your business.
Employment testing is an important method used to predicate a candidate’s performance. Although there are many tools and levels of screening used by employers, I have read many articles specifically regarding Integrity Testing.
What does an Integrity Test Measure?
Integrity tests assess attitudes and experiences related to a person’s honesty, dependability, trustworthiness, reliability, and pro-social behavior. They are designed to help identify job applicants who are likely to engage in employee theft and undesirable behaviors such as violence and other disciplinary problems. This type of test can also help predict conscientiousness and dependability in the workplace – traits that are job-related for many positions.
Pros and Cons of Integrity Testing in the Hiring Process
Although Integrity tests have been demonstrated to reduce business costs (workers compensation claims) by identifying individuals who are less likely to be absent or to engage in other counterproductive behavior, there are several disadvantages as pointed out in a 2011 SIOP article and 2011 SHRM article by Bill Roberts. Some of those disadvantages include:
- Integrity testing may lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e. they many try to positively manage their impression or even fake their response).
- The tests may contain questions that do not appear job related or seem intrusive if not well-developed.
- Certain tests may weed out more candidates than necessary. Because all counterproductive behaviors are positively correlated with one another, the number of applicants filtered out may be higher.
- All assessments used for employment purposes have false positives and false negatives. The higher the validity of the test, the lower the error rate.
In summary, well-developed integrity tests have been shown to be effective, objective and fair in helping employers screen job applicants with a focus on a person’s honesty, dependability, and trust-worthiness. However, integrity testing is not devoid of criticism and it is imperative that employers use these types of tests appropriately and in a manner that is consistent with legal standards.
Do you need assistance with your pre-employment screening process? Contact a FosterThomas HR Consulting expert to help you through the process.
Posted by Kristin Rueber on Fri, Jan 06, 2012 @ 11:31 AM
Written by Marilyn Brown, SPHR, Senior HR Consultant
The workplace has changed dramatically over the past 20 years. Employers have needed to change in order to attract and retain employees. 2012 brings more changes to the workplace, especially in the area of demographics as more baby boomers retire and a younger generation entering the work force come with a very different perception of what their workplace should be and the benefits they expect.
We've spent some time reviewing the trends out there with you in mind. Below are some changes we can expect to see in the 2012 workplace.
Demographics in Human Resources Hiring Practices
A Mercer survey released late last year found roughly one-third of US workers are considering leaving their job; with younger workers more likely to quit. Succession planning will be key in maintaining the knowledge bank of the company. Additionally, in 2012, 47 percent of all employees will be those born after 1977 (aka Generation Y) as mentioned in SHRM's recent article Emerging HR Discipline is Among 2012 Predictions. These employees have a different approach to work, and studies predict that this group will switch jobs frequently due to their elevated expectations of the workplace.
Successful companies will need to implement programs to address the estrangement that Generation Y feels when interacting with older workers. Generation Y employees are looking for more feedback, responsibility and involvement in decision making.
Customized Workforce Training
Corporate workforce training and development will continue to move from the traditional classroom style to programs that are social, informal and on-demand. This will require online courses that are short in duration (30 minutes) and may include gaming techniques such as points and badges. Reward systems as part of a benefit package may be seen in coming years.
Social Media in Human Resources
HR teams will need to effectively utilize social media to attract new talent to their organizations as well as use social media to retain those already in the company (SHRM). Outsourced Recruiting and Staffing as part of an overall talent acquisition strategy is a cost effective choice for overwhelmed HR teams of small to medium-sized businesses.
HR Strategies
HR departments will need to focus on data science – this will allow them to differentiate themselves by focusing on smart talent segmentation and analysis. The data can come from turnover to engagement to demographics. By identifying trends and patterns, the HR team can build high performing programs. (Source: SHRM)
Employee Benefits
As employee benefits costs continue to increase, employers will increasingly push the costs of benefits to the employee or just reduce the selection of benefits. Consumer Driven Health Plans (CDHP’s) have continued to grow in use with employers and have high satisfaction ratings from employees. Additionally, employers will continue to meet the work/life balance needed by the Generation Y as well as other employees by offering telecommuting. (Source: HRA-NCA.org).
Chime In
We'd love to hear your thoughts. What HR trends did you experience in 2011? What HR trends do you expect to see in your HR hiring and talent management practices for 2012?
Posted by Kristin Rueber on Tue, Dec 27, 2011 @ 01:30 PM
Written by Cheryl Nathan, Sr. HR Consultant
Seattle has now joined San Francisco and Washington, DC as the third city in the country to require businesses to provide paid sick leave to employees. In addition, Connecticut recently passed a law making it the first state to require employers to provide workers with paid sick leave.
Details of Seattle's Legislation: Food for Thought
Seattle’s legislation, which doesn’t take effect until September 2012, is applicable to all businesses with at least five employees. Further details of this new legislation:
- Employers with fewer than five employees and businesses in their first two years of operation are exempt from the law
- Employers with 5 to 49 employees are required to provide at least five (5) paid sick days
- Employers with 50 to 249 employees are required to provide at least seven (7) paid sick days
- Employers with more than 250 employees are required to provide at least nine (9) paid sick days
- The Seattle City Council also ordered a review of the law after it has been in effect for a year
San Francisco: Leading by Example
Effective February 5, 2007, San Francisco approved an ordinance that requires employers to provide paid sick leave to employees who perform work in the city. Details of the San Francisco ordinance:
- Employers are required to give a minimum of 1 hour of paid sick leave to an employee for every 30 hours worked.
- Employees are allowed to accrue up to 40 hours of paid sick leave if they work for a small employer (fewer than 10 employees).
- Employees of larger employers can accrue up to 72 hours.
- Paid sick leave will begin to accrue 90 days after the employee's first day of work
- Accrued paid sick leave is carried over from year to year, but may not exceed the accrual caps.
Washington. DC Weighs in: Accrued Sick and Safe Leave Act
The District of Columbia's Accrued Sick and Safe Leave Act of 2008 applies to:
- All employers with one or more employees, including District government workers.
- Employers with 24 or fewer employees must provide 1 hour of paid leave for every 87 hours worked, not to exceed 3 days per calendar year.
- Employers with 25 to 99 employees must provide 1 hour of paid leave for every 43 hours worked, not to exceed 5 days per calendar year.
- Employers with 100 or more employees must provide 1 hour of paid leave for every 37 hours worked, not to exceed 7 days per calendar year.
Connecticut Joins the Paid Sick Leave Crowd
Effective January 1, 2012, Connecticut state law mandates that paid sick leave be provided to service workers such as waiters, cashiers, and hairstylists. The law applies to:
- Service companies with 50 or more workers in the state during any one quarter of the previous year.
- It requires covered employers to provide service workers 1 hour of sick time for every 40 hours worked, up to a maximum of 40 hours per calendar year.
- The term “service worker” is defined as an hourly, non-exempt employee as set forth by the Federal Bureau of Labor Statistics Standard Occupational Classification (SOC) system.
Similar bills requiring employers to provide mandatory paid sick leave have been proposed in nearly two dozen other cities and states.
Your Feedback
As you can see, paid sick leave policies vary greatly from region to region. What are your thoughts? Does paid sick leave level the playing field for those living paycheck to paycheck? Will there be any unintended consequences of this new legislation?
Posted by Kristin Rueber on Fri, Dec 23, 2011 @ 07:04 AM
Written by Beth K. Bulger, SPHR - Director, HR Services
This week we are providing a great follow up to last week's blog My Diabetes is Protected Under the Americans with Disabilities Act?. It's important to understand FMLA, ADA and other labor laws when dealing with employees' medical conditions and more.
Terminating an Employee who has been on Disability Leave
I am often asked the question, “When may I terminate an employee who has been out on disability leave?” Even if an organization operates in an at-will state (meaning that the employer and employee may terminate the employment relationship at any time with or without notice or cause); there are many issues to consider before termination. An organization needs to consider federal and state laws and the organizations own policies and practices as they relate to medical leaves, doctor certifications, etc.
The organization should determine if it must comply with the Family Medical Leave Act (FMLA). FMLA applies to organizations that employ at least 50 employees within a 75 mile radius (it is important to check state guidelines; some states have more generous laws). If required to comply with FMLA, the employee’s absence may be protected. Employees covered by the act are entitled to 12 weeks of leave, benefit protection and job restoration. Termination could result in a violation of the FMLA or a claim of retaliation for requesting the leave.
Defining and Determining Reasonable Accommodations
Another issue to consider is the Americans with Disabilities Act (ADA). Under the ADA, a leave of absence for medical reasons is a reasonable accommodation.
Per the EEOC "There are a number of possible reasonable accommodations that an employer may have to provide in connection with modifications to the work environment or adjustments in how and when a job is performed. These include:
- making existing facilities accessible;
- job restructuring;
- part-time or modified work schedules;
- acquiring or modifying equipment;
- changing tests, training materials, or policies;
- providing qualified readers or interpreters; and
- reassignment to a vacant position."
Please keep in mind that the organization does not have to comply with the employee’s first request for accommodation. If unreasonable, the employer may suggest a different accommodation.
Help Developing HR Policy
The organization also needs to be consistent with its policies and practices. If the organization has handled a leave request a certain way in the past, it must be consistent when dealing with similar leave requests. Organizations should also develop a policy that sets a timeframe for when disabled employees may be terminated. A typical practice is to terminate after one year of disability, although some organizations set longer timeframes.
If you need assistance with developing a policy regarding FMLA or ADA in your workplace, please contact FosterThomas for assistance. We provide complete HR consulting solutions.
Posted by Kristin Rueber on Mon, Dec 19, 2011 @ 12:36 PM
Written by Marilyn Brown, HR Consultant
In 2008, the Americans with Disabilities Act (ADA) was amended to expand the definition of a disability and provide a list of conditions that are protected or covered under the Act. Originally a disability was defined by the ADA as a physical or mental impairment that substantially limits one or more major life activities such as bathing, dressing, personal hygiene and mobility.
The purpose of the Act is
"...to carry out the ADA’s objectives of providing “a clear and comprehensive national mandate for the elimination of discrimination” and “clear, strong, consistent, enforceable standards addressing discrimination” by reinstating a broad scope of protection to be available under the ADA." (www.ADA.gov)
Definition of a Disability
In 2008, the ADA Amendments Act (ADAAA) was passed which greatly expanded the definition of a disability and provided a list of conditions covered under the ADAAA. The definition has a non-exhaustive list of major life activities including, but not limited to:
- Caring for oneself
- Performing manual tasks
- Seeing
- Hearing
- Eating
- Sleeping
- Walking
- Standing
- Lifting
- Bending
- Speaking
- Breathing
- Learning
- Reading
- Concentrating
- Thinking
- Communicating
- and Working
Additionally, major bodily functions were provided in the Act, which included:
- Functions of the immune system
- Normal cell growth
- Neurological brain
- Circulatory
- Endocrine
- and Reproductive functions
The Supreme Court has mandated that an individualized determination must be made as to whether a specific person is disabled. The following conditions are often covered by the ADA:
- Alcoholism
- Cancer
- Cerebral palsy
- Diabetes
- Drug addiction (rehabilitated drug users and those undergoing treatment)
- Emotional illness
- Epilepsy
- Hearing and speech disorders
- HIV disease
- Mental retardation
- Multiple sclerosis
- Specific learning disabilities
NOT Protected Under ADA
It is important to note that homosexuality, kleptomania, voyeurism, pyromania, bisexuality, transvestitism and compulsive gambling are not physical or mental impairments under this Act.
Yes, An Employee with Diabetes is Protected Under ADA
Source: EEOC
Q. One of my employees is a diabetic, but takes insulin daily to control his diabetes. As a result, the diabetes has no significant impact on his employment. Is he protected by the ADA?
A. Yes. The determination as to whether a person has a disability under the ADA is made without regard to mitigating measures, such as medications, auxiliary aids and reasonable accommodations. If an individual has an impairment that substantially limits a major life activity, she is protected under the ADA, regardless of the fact that the disease or condition or its effects may be corrected or controlled.
ADA Guide for Small Businesses
ADA provides an ADA Guide for Small Businesses. This 15-page illustrated guide presents an overview of some basic ADA requirements for small businesses that provide goods and services to the public. It provides guidance on how to make their services accessible and how tax credits and deductions may be used to offset specific costs.
Learn More from FosterThomas Complete HR Consulting Solutions
For additional questions as to how ADA, EEOC, Affirmative Action Plans and more may affect your business; please contact the FosterThomas HR consulting team. We're here to help.
Posted by Kristin Rueber on Tue, Dec 13, 2011 @ 01:45 PM
In our last blog we spoke about a simple, but important change to employee W-2s that is taking place due to the Patient Protection and Affordable Care Act (PPACA or Healthcare Reform). Additional changes rolling out in 2012 are designed to simplify paperwork and standardization of coverage for employers and employees.
Cigna has a very easy to understand definition of standardization of coverage per PPACA, the following is what employers can expect:
Summary:
Effective with plan years beginning March 23, 2012, all health insurers and self-insured employers must give people who apply for and enroll in individual or group health plans a standardized Summary of Benefits and Coverage including:
- A four-page benefits summary describing plan benefits, cost sharing and limitations
- A “Coverage Facts Label” (CFL) illustrating consumer costs based on the specific plan’s benefits for common medical scenarios, currently identified as: maternity, breast cancer treatment and diabetes management
- A glossary of standard medical and insurance terms
- Customer service phone number and a website to review or obtain a copy of their full policy or certificate
Health care reform requires the standardized benefits summary:
- Be no more than four pages
- Be printed in 12-point font
- Be written in appropriate language that is respectful of culture
- Use terms most people understand
The benefit documents must also include dollar values for:
- Daily hospital room and board
- Miscellaneous hospital services
- Surgical services
- Physician services
- Prevention and wellness services
- Prescription drugs
- Mental health benefits
- Other benefits
The PPACA says documents must also include:
- The exceptions, reductions and limitations of the plan’s coverage
- Details on the plan’s cost-sharing rules
- How coverage renews or continues
- A statement indicating the Summary of Benefits is not a policy, and the full policy can be reviewed for details on how to use the plan.
Important Note - All plans regardless of grandfathered status will be required to pay $1,000 per enrollee for what is considered willful non-compliance.
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