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EBRI: Consumer-driven health plan members growing more content
Satisfaction with consumer-driven health plans is trending up, even as contentment with traditional plans wanes. Those findings are part of a report from the Washington, D.C.–based Employee Benefit Research Institute (EBRI). They come from an analysis of the 2011 EBRI/MGA Consumer Engagement in Health Care Survey, as well as annual versions of that survey dating […]
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Satisfaction with consumer-driven health plans is trending up, even as contentment with traditional plans wanes.
Those findings are part of a report from the Washington, D.C.–based Employee Benefit Research Institute (EBRI). They come from an analysis of the 2011 EBRI/MGA Consumer Engagement in Health Care Survey, as well as annual versions of that survey dating back to 2005.
EBRI defined consumer-driven health plans, or CDHPs, as insurance plans that have deductibles of at least $1,000 for individuals or $2,000 for families. To qualify as a CDHP in the report, a plan also had to be paired with an account like a health-savings account or health-reimbursement arrangement that plan members could use to pay medical expenses.
Plans labeled as traditional coverage featured either no deductibles or deductibles below CDHP levels. They were not paired with health-savings accounts or health-reimbursement arrangements. Plans falling under that definition include health-maintenance organizations, or HMOs, preferred-provider organizations, or PPOs, and other managed-care plans, according to EBRI.
Satisfaction with those traditional plans has eroded since 2005. The portion of survey respondents listing themselves as extremely satisfied or very satisfied with their overall traditional plans slipped from 61 percent in 2005 to 57 percent in 2011.
CDHPs, on the other hand, did an increasingly better job of satisfying consumers over the seven-year period. Just 41 percent of
survey respondents said they were extremely or very satisfied with their CDHPs in 2005, a reading that rose to 46 percent in 2011.
The diverging trends are likely due to changes in out-of-pocket costs, according to Paul Fronstin, director of EBRI’s Health Research Education Program and author of the report. Those with traditional health insurance feel changing out-of-pocket costs more directly than those with CDHP-linked spending accounts, he says.
“The difference is that you’ve got an account,” Fronstin says. “People build up account balances, and over time they’re less sensitive to costs.”
EBRI’s surveys show satisfaction with CDHP out-of-pocket health-care costs rising over time. Just 18 percent of CDHP members were extremely or very satisfied with those costs in 2005, but 24 percent were in 2011.
Over the same time frame, satisfaction with traditional plans’ out-of-pocket costs moved in the opposite direction. In 2005, 45 percent of survey respondents were extremely or very satisfied with their out-of-pocket costs, compared with 41 percent in 2011.
Plan members have also grown happier with the quality of health care they receive under CDHPs. While 63 percent were satisfied with their CDHP health-care quality in 2005, 71 percent were satisfied in 2011. Satisfaction with traditional plans’ health-care quality, on the other hand, remained relatively flat. It notched 70 percent in 2005 and 71 percent in 2011.
“Back in 2005 and 2006, just about everybody in these CDHP plans were in one for the first time,” Fronstin says. “Whereas now they’re not so new anymore, they’re not as confusing.”
Although CDHPs are satisfying members at a higher rate than before, traditional plans still have higher overall satisfaction readings, Fronstin points out. And CDHPs continued to stoke higher levels of dissatisfaction, he says.
In 2011, 17 percent of CDHP members were not too satisfied or not at all satisfied with their plans, down from 26 percent in 2005. Yet a mere 10 percent of traditional-plan members voiced those levels of dissatisfaction with their health insurance in 2011, and only 8 percent did so in 2005.
Similarly, CDHP members were less likely to recommend their health plan to others or stay with it if given the opportunity to change plans.
In 2011, 41 percent of CDHP members said they would recommend their plans to others, which is lower than the 49 percent of traditional plan members who said they would do so. Meanwhile, 49 percent of CDHP members indicated they would stick with their current plans if given a chance to change, compared to 58 percent of traditional-plan members.
Fronstin has yet to find a reason for that discrepancy.
“I’m not sure what to make of that difference,” he says. “It’s something that I still find interesting.”
EBRI also broke out a third type of plan in its report — plans it dubbed high-deductible health plans, or HDHPs. Members falling into that category had insurance similar to CDHP members, but without paired accounts for health spending.
HDHP members expressed lower satisfaction across the board. For example, 37 percent were satisfied with their overall health plan in 2011, but that was up from just 31 percent in 2005.
Members without spending accounts are likely to feel more pain paying their deductibles, according to Fronstin.
“The biggest number of people who don’t get health benefits from work and get them directly from an insurance company are going to be in HDHPs,” he says. “They may be out of work. It may be the only thing they can afford. Some of them are eligible for an HSA and never opened one, which would imply they don’t have the money to do so.”
Contact Seltzer at rseltzer@cnybj.com
How to Get the Most Out of Your New Hires From Day One
Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles. Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate. Start the process before “Day One” Day one can be overwhelming
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Many companies struggle with designing the right programs to effectively orient employees to the many facets of their roles.
Follow these tips, and you’ll be armed with actionable strategies to obtain the peak performance you desire and deserve, straight out of the gate.
Start the process before “Day One”
Day one can be overwhelming for new hires and a waste of your time and theirs if you’re not prepared for them. Contact your new hires prior to day one to communicate what they can expect on the first day. If possible, have them come into the office in advance to cover guidelines, fill out the necessary HR paperwork, and get set up with IT.
This way, the first day isn’t filled with unnecessary down time and waiting. By getting them set up ahead of time, you establish respect for everyone’s time.
Engage your employees on day one
Every position has its share of mundane tasks. But day one is not the time to throw them all at your new employee. First impressions matter, particularly for members of Generation Y (also known as millennials) who make decisions about whether or not to stay with a company long-term during their first days on the job.
Reinforce that they have made the right decision to work for you by getting them contributing right away. Give new employees a task on their first day that allows them to use their brain and tap into their creativity — whether it’s researching a venue for an upcoming event or allowing them to sit in on a brainstorming meeting with you.
Showing new hires that they are important and that you value their contributions will also inspire productivity and loyalty toward your business.
Be a mentor, and help them foster relationships
First-day lunch is one of the most important experiences to get right for new employees. It can solidify that they are a culture fit or reinforce that they are not.
To encourage the former, set your new hires up to have lunch with colleagues or if it is appropriate, take them to lunch yourself. After day one, make it a regular occurrence to ask new hires about their working style and how you can support them in their position. Let your new employees get to know you too. Being a mentor is a two-way relationship. When you act as that mentor for your employees, particularly your young professionals who may be in their first job, you are inviting them into the company family.
You have the opportunity to create a significant, long-lasting, positive impact on your new hires by following these simple and effective tips. The most important thing is that you get to it by day one.
What are your strategies for making day one a success for you and your new hires? How do you get your newest employees oriented, integrated, and delivering results as efficiently, effectively, and energetically as possible?
Alexia Vernon is an author, speaker, certified coach, and trainer who specializes in helping organizations recruit, retain, educate, and grow their young professional work force. This article was provided by and is reprinted with the permission of Liverpool–based Contemporary Personnel Staffing, Inc.
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Raymond Corp. too busy growing to celebrate 90th anniversary
GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand. With headquarters in Greene, Raymond says it’s the North
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GREENE — Most companies celebrate major anniversaries with champagne and balloons. Raymond Corp. doesn’t have time to celebrate its 90th birthday. The business has doubled its production since 2009 and has added 500 employees in its U.S. operations since 2010 just to keep up with demand.
With headquarters in Greene, Raymond says it’s the North American leader in manufacturing electric lift trucks. The company builds a full line of manual and electric models that include counterbalanced, stacker, narrow-aisle, reach-fork, order-picker, and pallet trucks. In addition, Raymond produces the “iWarehouse” management system, an integrated suite of software tools to monitor in real-time both truck and operator performance.
“In order to ship 50 to 60 trucks a day to our customers, we need to receive 140,000 pounds of steel daily,” says John A. Sassani, a human-resources manager with Raymond, who guided this reporter on a tour of the Greene factory. “The plant operates five days a week with one shift in assembly, two in welding, and three in fabrication,” Sassani adds. Raymond builds most of its trucks to order and exports about 10 percent of its products.
“The Greene facility currently employs 1,250 and a sister plant in Muscatine, Iowa employs another 200 workers, engaged in welding and assembly. Raymond also has a small facility in Dalian China that employs 30, and a sales, service, and parts-distribution center in Syracuse with 180 employees,” says Stephen E. VanNostrand, vice president for human resources. Raymond also has a sales and service network of 33 dealers in 105 locations around the world and holds an equity position in most.
VanNostrand says, “Raymond owns 750,000 to 800,000 square feet of office and manufacturing space in the U.S. and rents warehousing space in Syracuse.”
When asked what contributes to Raymond’s explosive growth, VanNostrand points first to “… the focus on research and engineering. We have 140 people just in the R&D group who not only work to improve our current products, but also have spent the last 10 years developing commercial fuel cells … Raymond has an engineering, co-op internship program with area schools like Clarkson, SUNY Binghamton, Cornell, RIT, and the University of Rochester.” Since 2004, Raymond has been awarded 42 patents, another example of its emphasis on innovation.
Raymond conducts a nationwide search for professional positions, “… but we [also] are creative in finding production talent. For example, we convinced a welder from New York City to join us, and he, in turn, convinced others to follow. The company offers competitive compensation and a generous tuition-reimbursement program,” VanNostrand says. But he adds that “… it’s a challenge sometimes to convince prospective employees to move to Greene unless they have ties to the region or they are already familiar with it.” VanNostrand also points to an extensive training program, a laser focus on quality, and low employee turnover as reasons for the company’s explosive growth.
The Greene facility faces other challenges, particularly with infrastructure and energy. Raymond has convinced transportation officials to improve road access to the plant in order to accommodate the heavy flow of truck traffic, and work is currently under way to widen and strengthen the Route 12 highway that leads to the Greene facility. The Greene plant is fortunate in having a locally owned municipal company that supplies electricity at reasonable rates “… but the nearest [natural] gas line is nine miles away,” bemoans VanNostrand. Raymond has already spent a couple years negotiating to bring a gas line to the plant, and it remains a priority for the company.
Raymond supplies lift trucks worldwide, including area customers such as the Foodbanks of Central New York and the Southern Tier, Price Chopper, Willow Run, Manth-Brownell, Olum’s, Maines Paper & Food Service, East Coast Warehouse & Distribution, and Sovena.
Raymond’s major lift-truck supplier competitors include Crown Equipment, NACCO Industries (which makes Hyster and Yale trucks), and Nissan Forklift.
George Raymond, Sr. founded the company in 1922, when he bought the Lyon Iron Works in the village of Greene. Raymond, an efficiency engineer, focused on the material-handling industry. The company went public in May 1956 and Raymond’s son, George Raymond, Jr., became president and CEO in 1959. Raymond opened its center in Syracuse in 1980. BT Industries of Sweden bought the firm in 1997, and in turn, was bought in 2001 by Toyota Industries Corp., a Japan–based company that generates $19 billion in annual revenue.
It may be a while before Raymond can find the time to celebrate its anniversary. The company is focused on “… improving our market position, which means a larger market share. We have an aggressive growth plan based on an international strategy, and our goal is to remain the market leader,” says VanNostrand.
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Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.