Learning Methods
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Independent Learning
Components (May Include)
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials start on the day of purchase
Optional purchased print material ships within 7 business days
120 Days - Anytime
120-day access starts on the day of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Contact Sponsor
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
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Published Research in Total Rewards, Fourth Quarter 2018

Response to Reported Harassment Can Affect Recruitment

While pay and benefits are obviously crucial elements to any job search, finding an environment that aggressively addresses harassment is a priority for job seekers.

This was a chief finding in the Harassment and Bullying Report by Jobvite and Zogby Analytics. The survey of 1,500 currently employed job seekers found that 15% work at organizations that have changed their policies or made statements concerning sexual harassment since the #MeToo movement. For those who said their organization hasn’t made changes, 13% would be more likely to leave their job because of it.

For workers who have felt/feel threatened by bullying or sexual harassment in their current workplace:

  • 68% would at least think about leaving
  • 66% would actively pursue a new job
  • 48% would leave the organization without another job lined up.

The report also found that 48% of job seekers would be discouraged from applying to an organization if they heard about a sexual-harassment incident that occurred there. Women, in particular, would be less inclined to join (57%).

Sixty-three percent of the respondents said they consider it important to know about the sexual-harassment policy of an organization they are considering joining.

During the past two years, 14% of respondents said they were bullied at work, most often by managers (57%), followed by peers (33%) and senior leadership (32%). Twice the percentage of younger workers (19%) reported being bullied than older workers (9%).

Money Talks for Employees Considering Taking a Walk

While benefits are important when considering a job, money still holds plenty of weight in decision making.

A study from OfficeTeam found that 44% of responding workers said they’d leave their job for one with better pay. Among professionals in the 28 U.S. cities surveyed, those in Des Moines, Iowa, Cleveland, Philadelphia and Salt Lake City are most attracted by a bigger salary.

In terms of gender, 47% of women would resign if offered more money elsewhere, compared to 40% of men. Whatever the reason for leaving, employees should have a good exit plan when parting ways with a company. In a separate survey of HR managers, 83% said the way people quit affects their future career opportunities.

“Employees want to be compensated fairly and feel challenged and fulfilled in their jobs,” said Brandi Britton, a district president for OfficeTeam. “If higher pay is the primary reason for considering another position, professionals should first see if there is an opportunity to discuss a wage increase in their current role. Employers may be open to negotiation if it means keeping a good worker.”

Some other factors responding employees said they would consider when thinking about leaving a job included:

  • For a company with a higher purpose/stronger mission (12%)
  • Don’t feel appreciated (12%)
  • Bored/unchallenged by work (12%)
  • Bad commute/want something closer to home (7%)
  • Corporate culture is not a fit (7%)
  • Unhappy with boss (6%).

HSA Users Show They’re Best Consumers in Health-Care Marketplace

People who participate in a health savings account (HSA) are the savviest health-care consumers in the market. That is the main research finding by Alegeus in the 2018 Alegeus HSA Participant Profile.

The premise of health-care consumerism is that, if given more financial responsibility for health care and empowered to make more informed decisions, consumers will make better choices that lead to improved health outcomes and decreased overall health-care costs.

Consumer-directed health plans (CDHPs) and HSAs are a centerpiece of health-care consumerism strategies, and the good news is that they seem to be delivering on their promise. According to the Alegeus research, HSA participants are:

  • More fluent in health and financial concepts than their peers. HSA participants are 38% more confident they understand their health insurance coverage and 54% more confident in forecasting out-of-pocket health-care costs.
  • More focused on cost and value than their peers. HSA participants are 23% more likely to make cost/value-based decisions than the general population.
  • Savvier spenders than their peers. HSA participants do more pre-purchase diligence; they are 46% more likely to research and compare costs and 37% more likely to seek out alternatives.
  • More disciplined about saving than their peers. HSA participants are 68% more likely to have a savings goal and 80% more likely to be saving aggressively for future health-care savings.

Despite these positive characteristics, most HSA participants still don’t get the full value from their accounts. Only 11% capitalize on the full tax benefit by contributing up to the maximum amount allowed by the IRS, and only 13% have invested their HSA savings for growth.

Nearly Half of Workers Claim Job Weighs Heavily on Their Body

People around the country are finding it difficult to keep off unwanted pounds and target work as a big reason why.

A CareerBuilder survey of 1,117 full-time workers found that 57% of the nation’s workforce believes they are overweight and 45% believe they’ve gained weight at their present job. Twenty-six percent of workers said they gained more than 10 pounds at their current job and 11% gained more than 20.

Many factors were cited for adding inches onto a worker’s waistline. Sitting at a desk (53%) and being too tired from work to exercise (49%) were the leading reasons. Others mentioned were:

  • Eating because of stress (41%)
  • No time to exercise before or after work (34%)
  • The temptation of the office candy jar (21%)
  • Eating out regularly (21%)
  • Workplace celebrations (13%)
  • Having to skip meals because of time constraints (12%)
  • Happy hours (6%)
  • Pressure to eat food (6%).

“Employers understand that healthy employees lead to a more productive workforce and are taking steps to promote healthier lifestyles both in and out of the workplace,” said Michael Erwin, senior career advisor at CareerBuilder. “Ten percent of employees are not sure if their employer offers wellness benefits. Focusing on education of these types of benefits goes a long way to not only improve the overall health of the workforce, but can help with retention of talent.”

Increased Retail Sales Spell Bonuses for Executives

The percentage of retail executives who received targeted bonus amounts nearly doubled in 2018.

This was a key finding in a Korn Ferry study, which analyzed 65 North American retailers, with median annual sales of approximately $5.2 billion representing about 5.5 million employees.

The study found that in 2018, nearly one-third (29%) of retail corporate executives had bonus payouts of at least 100% of their targeted bonuses. In 2017, 15% of retail executives received at least 100% of their target bonus.

Conversely, the percentage of retail executives who received no bonuses dipped significantly, with 5% receiving no bonus in 2018, compared to 29% receiving no bonus the year prior.

2018 reverses a five-year trend of executives increasingly receiving no bonuses. The bonus increases correlate to better performance in the industry. The National Retail Federation predicts retail sales will wind up increasing about 4% in 2018.

“Despite ongoing high-profile retail closures, the industry in general is continually evolving to attract customers and increase financial performance. That results in an increase in the size of bonuses retailers are able to award their executives,” said Craig Rowley, a Korn Ferry senior partner specializing in the retail industry. “Organizations are also widening performance ranges at which executives will be able to begin to earn their bonuses. This allows them to reward executives for business improvement as they strive to achieve their business plans in a competitive market.”

Workers: Meetings Are Wasting My Time on Job

While meetings are considered necessary in most workplaces, some professionals aren’t so sure they’re worth the amount of time they require.

An Accountemps survey of 1,000 professionals revealed that professionals spend 21% of their work hours, about one day per five-day workweek, in meetings, and feel a quarter of that time is wasted. The response from 2,000 finance leaders surveyed was similar, as they said 24% of their time is spent in meetings and they feel 21% of that is unproductive.

Professionals cited the following as the most common issues they have with meetings:

  • Starts or ends late (66%)
  • It’s unnecessary or could have been handled over email (63%)
  • Too much or not enough time allotted (57%)
  • Attendees distracted (57%)
  • Attendees interrupt each other (55%)
  • Not sticking to an agenda when one is provided (49%)
  • Attendees unprepared (47%).

The survey also showed that 36% of workers admitted they’re less engaged during remote meetings, while 47% of finance leaders said the same regarding their staff. Finance leaders said that, on average, 20% of their meetings are conducted through online meeting platforms.

“People complain about how much time they spend in meetings, and it’s true that not all of them are necessary,” said Michael Steinitz, executive director of Accountemps. “But it’s also true that these gatherings, whether they’re held on site or remotely, are often the most efficient way to communicate, collaborate and come to a decision. Both meeting planners and attendees can control whether or not a meeting is productive.”

Paid Family Leave Is a Coveted Perk

As more organizations look to differentiate themselves through rewards and benefits, offering a solid paid family leave package might be a good place to start.

A survey of 1,227 working U.S. adults by Unum found that 58% of people want paid family leave from their employers, including nearly two-thirds (64%) of Millennials.

Paid family leave outranked other perks such as flexible and remote working options (55%), sabbatical leave (38%), student loan repayment assistance (35%), pet-friendly offices (15%) and pet insurance (15%).

A WorldatWork survey found that 88% of companies think they need to offer paid family leave to be competitive.

“It’s not surprising that paid family leave is the most coveted work perk, even for Millennials,” said Michelle Jackson, assistant vice president of regional market development at Unum. “Our recent Caring Report explored the strain of balancing caring and professional responsibilities across all generations in the workforce. Research also suggests that a generous leave policy can lead to higher levels of employee engagement and a competitive edge to recruit and retain top talent.”

Paid family leave includes time away from work to help new moms and dads bond with children as well as time off to care for ailing family members. While not mandated on a federal level, several U.S. states and municipalities have passed variations of paid family leave laws to ensure employees have adequate time off for caring responsibilities.