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Access a related Workspan Daily article on this subject: ;Work-Life Balance: Is the American Model Getting a Bad Reputation?

For WorldatWork Members How Sharing Real-Time Data Elevates EY’s Well-Being Strategy , Workspan Magazine article;Career Well-Being: Investing in Employees Is Key to Doing Business Today , Journal of Total Rewards article;Financial Well-Being Benefits Get a Rebrand , Workspan Magazine article;Workplace Well-Being Trends , research; For Everyone Work-Life Balance: Is the American Model Getting a Bad Reputation?

“It’s time to move beyond a degrees-only model.

.; ;Creating an internal entrepreneurship model where teams with joint decision-making train and develop new teams.; ;Splitting the manager position into a people leader, focused on developing employees, and a work leader, focused on leading projects and maintaining deadlines and budgets.; ;Implementing a four-day work week, with the fifth day dedicated to employee personal development.; ;Having managers and employees co-create personalized career plans, offering individualized learning and mentoring pathways.; For employees with potential and a growth mindset who don’t want to manage people, Richard encouraged offering advancement and salary-boosting opportunities and roles such as senior specialists, team leads, subject matter experts, informal mentorship roles, project leads, cross-team collaboration and stretch projects.

“As artificial intelligence [AI] continues to redefine operating models, workforce structures are expected to contract, evolve and reorient around new efficiencies,” he said.

Use workforce analytics and predictive modeling to inform scenario planning and resource allocation.; ;Agility and flexibility.

A fully digital model for taking, processing and tracking food orders?

“With most organizations deploying some version of a dispersed workforce model, employers are required to comply with salary range requirements in other states for jobs that can be performed remotely,” he said.

“Simply put, we must align our cost structure with our new operating model and fundamentally change the way we operate,” he wrote.

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.