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After a widespread disaster, many insurance companies will send claims representatives onsite — in mobile claims units or catastrophe response teams — to help facilitate damage reporting and expedite claims. 2.

From a sales incentive rewards perspective, the key to better adoption will be understanding how reps utilize these technologies within the sales process and build tactics and rewards to support the use of technology. 2.

Top priorities this year include equipping managers to use performance management more effectively, make better compensation decisions and communicate rewards more effectively (see Figures 2 and 3).

To lower costs, the WTW survey found : ;73% of employers plan to carve out pharmacy benefits over the next few years ; ;51% expect to adopt plan design or network strategies that steer employees to lower-cost or higher-quality providers, sites of care ; ;34% of employers plan to shift costs to employees through premium contributions ; ;2 7% would consider a smaller PBM (pharmacy benefit manager) that offers alternate pricing models. ; ; Ihrke also offered these strategies to help employers respond to rising overall healthcare costs : ;Modernize plan offerings to optimize high-performing healthcare delivery strategies, coupled with options that meet individual needs from affordability to savings. ; ;Evaluate vendor partnerships by conducting analytic performance reviews, audits and marketing to identify the best financial optimal partners to meet objectives . ; ;Prioritize micro-strategies for the key cost drives balancing attraction and retention.

A typical minimum wage increase may be 2% and 3%, she said, while a typical employer salary budget may be between 3% and 4%.

Just 2% said the current environment would have no impact and 16% were unsure how things would shake out.

Although the unretirement trend appears to be stabilizing, it stands well above the pandemic levels of 2% to 3%.

., turnover costs $850,000 per year or $2 million a year), that’s when it becomes a business problem that needs to be fixed.

.; Regarding an action plan, from my perspective, it might look like this: ;Conduct a 60- to 90-day audit of current incentive design and outcomes.; ;Facilitate executive working sessions to realign incentives with one to three core strategic priorities.; ;Redesign metrics and weightings for clarity and behavioral alignment.; ;Implement manager calibration training to improve performance differentiation.; ;Launch a clear communication strategy with frequently asked questions and scenario examples.; ;Establish annual review checkpoints to prevent drift.; This work can’t sit only with HR.

; 2.