Description
Many internal and external issues have affected organizations - and their employee benefits programs - in recent years. Legislative changes, escalating costs, slashed HR budgets and an uneven economy are some of the factors organizations are dealing with today. This research has revealed organizations are continuing to make gradual changes and shifts to their benefits plans in the wake of these factors.
A Research Repor t by the Society for Human Resource Management (SHRM)
2013 Employee Benefits
An Overview of Employee Benefits Offerings in the U.S.
Sponsored by
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13-0245
2013 Employee Benefits
A Research Report by the Society for Human Resource Management (SHRM)
Table of Contents
About This Research Report????????????????????????????????????????????????????????????????????????? 1
About SHRM????????????????????????????????????????????????????????????????????????????????????????????????? 1
A Message From Colonial Life??????????????????????????????????????????????????????????????????????2
Executive Summary??????????????????????????????????????????????????????????????????????????????????????3
Survey Results??????????????????????????????????????????????????????????????????????????????????????????????? 7
Health Care and Welfare Benefits?????????????????????????????????????????????????????????????????????????????8
Preventive Health and Wellness Benefits??????????????????????????????????????????????????????????????? 15
Retirement Savings and Planning Benefits????????????????????????????????????????????????????????????19
Financial and Compensation Benefits??????????????????????????????????????????????????????????????????? 23
Leave Benefits????????????????????????????????????????????????????????????????????????????????????????????????????????????? 29
Family-Friendly Benefits?????????????????????????????????????????????????????????????????????????????????????????? 34
Flexible Working Benefits???????????????????????????????????????????????????????????????????????????????????????? 38
Employee Programs and Services?????????????????????????????????????????????????????????????????????????? 42
Professional and Career Development Benefits??????????????????????????????????????????????????? 45
Housing and Relocation Benefits?????????????????????????????????????????????????????????????????????????????47
Business Travel Benefits??????????????????????????????????????????????????????????????????????????????????????????? 50
Other Benefits?????????????????????????????????????????????????????????????????????????????????????????????????????????????53
Employee Benefits in Today’s Business Environment??????????????????????????????????????????55
About the Research????????????????????????????????????????????????????????????????????????????????????? 57
Survey Demographics????????????????????????????????????????????????????????????????????????????????????????????????58
Survey Methodology???????????????????????????????????????????????????????????????????????????????????????????????????59
Appendix????????????????????????????????????????????????????????????????????????????????????????????????????? 61
Prevalence of Benefits (in Alphabetical Order)???????????????????????????????????????????????????? 62
Benefits Index????????????????????????????????????????????????????????????????????????????????????????????????????????????? 70
Endnotes????????????????????????????????????????????????????????????????????????????????????????????????????? 81
Additional SHRM Resources??????????????????????????????????????????????????????????????????????82
About This Research Report
The following report provides an analysis of the 2013 SHRM Employee Benefits
Survey results. In February 2013, the Society for Human Resource Management
(SHRM) conducted its annual survey to gather information on the types of
benefits employers offer to their employees. The survey instrument listed 299
benefits and asked human resource (HR) professionals to indicate whether they
offered these benefits. If the HR professional reported that his or her organization did not offer the benefit, the respondent was asked if there were plans to
offer the benefit in the next year.
The report is composed of 12 benefits sections: health care and welfare benefits,
preventive health and wellness benefits, retirement savings and planning
benefits, financial and compensation benefits, leave benefits, family-friendly
benefits, flexible working benefits, employee programs and services, professional
and career development benefits, housing and relocation benefits, business travel
benefits, and other benefits. Each section has two tables in the body of the report.
Table 1 displays the overall percentage of organizations that offer each benefit
and the percentage of organizations that do not offer the benefit now but have
plans to do so within the next 12 months. Table 2 illustrates the percentage of
organizations offering benefits on an annual basis over a period of five years.
A number of benefits have been added, changed or dropped from 2012 to 2013.
Forces driving the changes included SHRM’s own research of benefits trends, a
need for clarification of some represented benefits, member input, and external
research and resources. New or edited items are footnoted throughout the
report.
About SHRM
The Society for Human Resource Management (SHRM) is the world’s largest
association devoted to human resource management. Representing more than
260,000 members in over 140 countries, the Society serves the needs of HR
professionals and advances the interests of the HR profession. Founded in 1948,
SHRM has more than 575 affiliated chapters within the United States and
subsidiary offices in China, India and United Arab Emirates. Visit SHRM at
www.shrm.org.
1 | 2013 Employee Benefits
Colonial Life Brings Benefit Solutions
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• Complex benefits and administration
• Increasing competition to retain quality employees
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Executive Summary
Employee Benefits Strategies Shift as
Organizations Balance Priorities
Many internal and external issues have affected organizations—and their
employee benefits programs—in recent years. Legislative changes, escalating
costs, slashed HR budgets and an uneven economy are some of the factors
organizations are dealing with today. This research has revealed organizations
are continuing to make gradual changes and shifts to their benefits plans in the
wake of these factors.
Below are some noteworthy findings from this research:
• Preventive health and wellness: Over the last five years, there has been an
increase in the number of organizations providing wellness-related initiatives
that offer incentives to employees.
• Retirement savings and planning benefits: Employer-sponsored retirement
plans continue to shift toward defined contribution retirement savings plans
and Roth 401(k) savings plans. There was also an increase in the number of
organizations offering one-on-one investment advice and specific retirementpreparation advice.
• Financial and compensation benefits: Employee referral bonuses have
gained in popularity over the last year.
• Leave benefits: Paid time off plans, which combine traditional vacation
time, sick leave and personal days into one comprehensive plan, continue to
gain in popularity. At the same time, the following benefits have become less
prevalent: floating holidays, paid personal days, paid vacation leave donation
programs and paid sick leave donation programs.
• Family-friendly benefits: On-site lactation/mother’s room and domestic
partner benefits for same-sex partners (not including health care) continue to
gain in popularity.
• Flexible working benefits: Flextime has remained stable in recent years.
• Health care and welfare: The percentage of organizations offering contraceptive coverage has increased considerably over the last year.
• Employee programs and services: With the exception of organizationsponsored sports teams, these benefits have remained relatively steady in
recent years.
2013 Employee Benefits | 4
• Professional and career development benefits: After gradual declines over
the last five years, the majority of these benefits appear to be trending upward
again.
• Housing and relocation benefits: Temporary relocation benefits continue to
decline in popularity.
• Business travel benefits: Business travel benefits have remained stable in
recent years.
Key Topics to Consider
Create a Strategy to Comply With the Patient
Protection and Affordable Care Act
HR professionals need to play an important role in designing their organization’s
strategy for complying with the numerous requirements of the Patient Protection
and Affordable Care Act (PPACA). This new law is extremely complex, and some
of its parts have already been executed, while others will be implemented over
the next several years. HR professionals will be relied upon to lead their organizations through this complex legislation.1
Promote Workplace Flexibility Initiatives
A recent report by the Families and Work Institute and SHRM revealed that
workplace flexibility provides employees with a positive impact on their work/
life experiences. These low-cost initiatives can lead to increased employee job
satisfaction, lower turnover and lower insurance costs.2 SHRM believes that
the United States must have a workplace flexibility policy that meets the needs
of both employers and employees. As opposed to a one-size-fits-all mandate on
all employers, we support a new approach that reflects diverse employee needs
and preferences, as well as differences among work environments, representation, industries and organizational size. This workplace flexibility policy should
support employees in balancing their work, family and personal obligations and,
at the same time, provide certainty, predictability and stability to employers. 3
Improve Employee Benefits Communication
According to SHRM’s job satisfaction and engagement research, employees
consistently ranked benefits among the top contributors to their job satisfaction.4
However, a disconnect exists between the dollar amount organizations spend on
benefits and the employees’ perceptions of the value of their benefits package. It
is important that HR professionals help employees fully understand all of their
options and the true value of their benefits package. Total compensation statements, benefits workshops, employee meetings and social networking tools are
examples of communication methods that organizations can use to help ensure
their benefits program is valued, understood and used by employees.
Obtain Feedback
An organization’s benefits program should be reviewed and assessed not only to
monitor associated costs and value but also to evaluate the competitiveness of
the program. A well-designed employee program is based on employee needs and
supports an organization’s ability to attract and retain employees. The majority
of HR professionals in this study reported that their organizations reviewed
their benefits programs at least once a year. Benchmarking tools, benefits needs
assessments and employee surveys are great tools HR professionals can use to
help their organizations customize their benefits programs to meet their needs
and to remain competitive.
5 | 2013 Employee Benefits
Survey Results
Health Care and Welfare Benefits
Table A-1 | Health Care and Welfare Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
98%
*
Dental insurance
96%
1%
Mail-order prescription program
90%
*
Mental health coverage
89%
1%
86%
*
Prescription drug program coverage
Preferred provider organization (PPO)
Accidental death and dismemberment insurance (AD&D)
83%
*
Vision insurance
82%
2%
Contraceptive coverage
82%
*
Chiropractic coverage
80%
*
Employee assistance program (EAP)
77%
2%
Long-term disability insurance B
77%
1%
A
Medical flexible spending accounts
72%
2%
Short-term disability insurance D
68%
1%
Supplemental accident insurance
50%
1%
42%
5%
C
Health savings accounts (HSAs)
Health care premium flexible spending account
38%
1%
Acupressure/acupuncture medical coverage
36%
1%
Infertility treatment coverage other than in vitro fertilization
34%
1%
Bariatric coverage for weight loss
34%
*
Health maintenance organization (HMO)
33%
*
Consumer-directed health care plan (CDHP)
31%
4%
Long-term care insurance
31%
1%
In vitro fertilization coverage
30%
1%
Critical illness insurance
29%
*
Laser-based vision correction coverage
27%
1%
Employer contributions to HSAs
26%
4%
E
F
Continued on next page
2013 Employee Benefits | 8
Table A-1 | Health Care and Welfare Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Retiree health care coverage
23%
1%
Hospital indemnity insurance
22%
1%
Wholesale generic drug program for injectable drugs
20%
1%
Intensive care insurance
20%
*
Health reimbursement arrangements (HRAs)
19%
1%
Point of service (POS) plan
19%
1%
17%
1%
G
Alternative/complementary medical coverage
Pharmacy management program
16%
*
Elective procedures coverage I
15%
*
Gender reassignment surgery coverage
8%
*
Exclusive provider organization (EPO)
7%
1%
Indemnity plan (fee-for-service)
7%
1%
Experimental/elective drug coverage
6%
*
Mini-med health plan
5%
0%
H
(n = 500-518)
*
Less than 1% but greater than 0%.
A
Does not pertain to employee-paid supplemental insurance.
B
Does not pertain to employee-paid supplemental insurance.
C
IRC Section 125.
D
Does not pertain to employee-paid supplemental insurance.
E
IRC Section 125 Cafeteria Plan allowing for premium conversion.
F
Provides funds to help cover extra expenses upon diagnosis of a critical illness or condition.
G
Provides funds to help cover the extra expenses for accidents or illness that results in an admission to a hospital intensive care unit.
H
Independent of medical plan management.
I
Any non emergency surgical procedure other than laser-based vision correction coverage.
Source: 2013 Employee Benefits: A Research Report by SHRM
Table A-1 lists a series of health care and welfare benefits. HR professionals reported if their organizations offered each benefit. If the benefit was not offered,
the respondents indicated whether their organizations planned to do so within
the next 12 months. To get a complete picture of benefits and coverage, respondents indicated whether any aspect of any organization-held plan included these
particular benefits.
Prescription Drug Coverage
The most commonly offered health care and welfare benefit was prescription
drug program coverage: 98% of organizations offered this benefit to their
employees. Ninety percent offered a mail-order prescription program, through
which employees can save money on medication by filling prescriptions through
licensed pharmacies and having them conveniently delivered through the mail at
a discounted rate. Other benefits related to prescription drug coverage included
wholesale generic drug programs for injectable drugs (20%) and pharmacy
management programs (16%).
9 | 2013 Employee Benefits
Health Insurance Programs
The most frequently offered type of health insurance was a preferred provider
organization (PPO) plan, offered by 86% of respondents’ organizations. These
plans offer a network of health care providers that patients must use or otherwise pay more for services from providers outside of the network. One-third
(33%) of organizations offered health maintenance organization (HMO) plans,
which require participants to choose a primary care physician from their network to coordinate all of the patient’s care. A point of service (POS) plan, offered
by 19% of organizations, is a unique managed care health insurance system that
combines attributes from both HMOs and PPOs.
Exclusive provider organizations (EPOs) are self-funded medical plans that
combine aspects of a PPO and an HMO. EPOs provide a certain level of benefits
if care is provided by a specific network of service providers; otherwise, no payment will be made. Overall, 7% of organizations offered this plan.
Indemnity, or fee-for-service, plans are thought of as more traditional health
care plans, which charge employees for each individual service and allow
employees complete choice in which providers they see. Only 7% of organizations
reported offering this type of plan.
Mini-med health plans are limited-benefit indemnity medical plans. They can
vary widely, but are typically distinguished by low premiums and low payment
caps. These plans usually appeal to organizations with high staff turnover or
many hourly and part-time workers. Only 5% of organizations reported offering
mini-med health plans.
Nineteen percent of organizations offered health reimbursement arrangements
(HRAs). These health care spending accounts are set up by the employer for
the employee, and the employer makes contributions to these accounts, which
employees can use for health care services. HRAs are similar to flexible spending
accounts, except that the funds roll over from year to year, allowing the employee
to accumulate funds over time.
Consumer-directed health care plans (CDHPs) generally include three major
components: an HRA or HSA, an underlying medical plan and access to
educational tools and information to help members navigate the plan. Almost
one-third (31%) of organizations reported offering a CDHP.
The vast majority of organizations (96%) offered dental insurance to employees,
and more than three-quarters (82%) offered vision insurance. These programs
may be offered either as part of or in addition to other health insurance plans.
Other forms of insurance offered by respondents’ organizations included mental
health coverage (89%), accidental death and dismemberment insurance (83%),
chiropractic coverage (80%), supplemental accident insurance (50%), long-term
care insurance (31%), critical illness insurance (29%), hospital indemnity insurance (22%) and intensive care insurance (20%).
Health Care for Employees and Their Dependents
Some health care and welfare benefits are intended to help employees manage
the costs associated with caring for their dependents. As family structures in our
society continue to change, organizations are expanding the relationships that
are qualified for certain benefits. Figure 1 illustrates the percentage of organizations that fully pay the costs of health care and those that share the costs of
health care for employees and their dependents.
2013 Employee Benefits | 10
Figure 1 | Health Care Coverage for Employees and Their
Dependents
13%
Full-time employees
Part-time employees
Spouses
Same-sex domestic partners
Opposite-sex domestic
partners
81%
5%
31%
5%
74%
2%
35%
2%
26%
6%
Dependent children
74%
1%
Dependent grandchildren
Nondependent children
Foster children
21%
1%
13%
3%
3%
Costs fully paid by organization
Costs shared by organization and employee
(n = 518)
Source: 2013 Employee Benefits: A Research Report by SHRM
Women’s Health
Some organizations offer health care and wellness benefits that focus on childbearing and fertility. The most commonly offered benefit was contraceptive
coverage (82%). In addition, 34% of organizations provided infertility treatment
coverage other than in vitro fertilization (IVF), and 30% specifically offered IVF
coverage.
11 | 2013 Employee Benefits
Health Savings Accounts
Health savings accounts (HSAs) were created by the Medicare bill in 2003
and are designed to help individuals save on a tax-free basis for future qualified medical and retiree health care costs. Forty-two percent of organizations
provided these accounts. Contributions to HSAs can be made by the employer,
the employee or both. Twenty-six percent of organizations made contributions to
these accounts.
Flexible Spending Accounts
Medical flexible spending accounts allow employees to deduct pretax dollars
from their paychecks to pay for health care services, such as co-payments, insurance deductibles and vision and dental expenses. These accounts offer organizations a way to help employees manage their health care costs. The maximum
amount each eligible employee may contribute to these accounts is determined
by the employer. Seventy percent of organizations offered medical flexible
spending accounts (IRC Section 125, for all expenses), and 38% reported offering
health care premium flexible spending accounts (IRC Section 125 Cafeteria Plan
allowing for premium conversion).
Disability
Long-term disability (offered by 77% of organizations) and short-term disability
(offered by 68% of organizations) provide income replacement for employees
whose illness or injury causes a longer absence from work. Short-term disability
usually starts after a one- to two-week absence, and long-term disability usually
goes into effect after six weeks to 12 weeks. While paid sick leave usually covers
an employee’s entire salary, short-term and long-term disability may cover only a
portion of the employee’s salary.
Mental and Emotional Health
Some organizations offer health and welfare benefits that are directed toward
employees’ mental and emotional well-being. An employee assistance program
(EAP) is a confidential counseling program designed to assist employees with
any problems that may distract them from their work. Over three-quarters (77%)
of organizations offered an EAP.
Other Health Care and Welfare Benefits
Some employers include nontraditional healing methods among their health and
welfare benefits. More than one-third (36%) of organizations offered acupressure/acupuncture medical coverage, 17% offered other alternative/complementary medical coverage, and 6% covered experimental or elective drug treatments.
Almost one-quarter of organizations (23%) offered health care coverage to
retirees. Other health care and welfare benefits included bariatric coverage for
procedures such as stomach stapling or gastric bypass surgery (34%), laser-based
vision correction coverage (27%), elective procedures coverage (any nonemergency surgical procedure other than laser-based vision correction) (15%)
and gender reassignment surgery coverage (8%).
Health Care and Welfare Benefits Over Time
Table A-2 shows the percentage of organizations offering specific health care
and welfare benefits from 2009 through 2013. Contraceptive coverage was the
only benefit offered by more organizations in 2013 than in 2012. The following
2013 Employee Benefits | 12
benefits were offered by more organizations in 2013 than in 2009: mental health
coverage, contraceptive coverage, supplemental accident insurance, health
savings accounts, acupressure/acupuncture medical coverage, laser-based vision
correction coverage, employer contributions to health savings accounts, and elective procedures coverage. The health care and welfare benefit offered by fewer
organizations in 2013 compared with 2009 was long-term care insurance.
Table A-2 | Health Care and Welfare Benefits (by Year)
2009
2010
2011
2012
2013
Prescription drug program coverage
96%
96%
96%
97%
98%
Dental insurance
96%
94%
94%
96%
96%
Mail-order prescription program
91%
91%
91%
91%
90%
Mental health coverage
80%
82%
82%
85%
89%
Preferred provider organization (PPO)
81%
85%
84%
83%
86%
Accidental death and dismemberment
insurance (AD&D)
78%
82%
80%
83%
83%
Vision insurance
76%
77%
76%
79%
82%
Contraceptive coverage
66%
68%
69%
73%
82%
Chiropractic insurance
80%
85%
83%
82%
80%
Employee assistance program (EAP)
75%
75%
75%
78%
77%
Long-term disability insurance
77%
76%
76%
80%
77%
Medical flexible spending accounts
71%
72%
73%
70%
72%
Short-term disability insurance
70%
71%
66%
68%
68%
Supplemental accident insurance
40%
44%
45%
48%
50%
Health savings accounts (HSAs)
32%
33%
35%
43%
42%
Health care premium flexible spending account
43%
43%
45%
44%
38%
Acupressure/acupuncture medical coverage
28%
31%
32%
36%
36%
Bariatric coverage for weight loss
29%
31%
36%
38%
34%
Infertility treatment coverage other than in vitro
fertilization
30%
30%
31%
33%
34%
Health maintenance organization (HMO)
35%
33%
33%
32%
33%
—
—
—
—
31%
Long-term care insurance
39%
31%
29%
28%
31%
In vitro fertilization coverage
23%
25%
25%
27%
30%
—
21%
22%
24%
29%
19%
19%
22%
24%
27%
Consumer-directed health care plan (CDHP)
Critical illness insurance
Laser-based vision correction coverage
Employer contributions to HSAs
15%
15%
20%
25%
26%
Retiree health care coverage
26%
25%
25%
24%
23%
Hospital indemnity insurance
23%
19%
21%
22%
22%
Wholesale generic drug program for injectable
drugs
17%
18%
16%
17%
20%
—
19%
21%
23%
20%
Health reimbursement arrangements (HRAs)
26%
25%
21%
22%
19%
Point of service (POS) plan
26%
21%
22%
23%
19%
Intensive care insurance
Continued on next page
13 | 2013 Employee Benefits
Differences
Between 2009
and 2013
Differences
Between 2012
and 2013
Table A-2 | Health Care and Welfare Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Alternative/complementary medical coverage
16%
14%
15%
15%
17%
Pharmacy management program
18%
15%
14%
18%
16%
Elective procedures coverage
5%
7%
11%
8%
15%
Gender reassignment surgery coverage
1%
2%
2%
5%
8%
Exclusive provider organization (EPO)
8%
9%
5%
8%
7%
Indemnity plan
7%
8%
8%
8%
7%
Experimental/elective drug coverage
3%
3%
5%
6%
6%
Mini-med health plan
—
—
1%
2%
5%
Differences
Between 2009
and 2013
Differences
Between 2012
and 2013
Note: An arrow in the last two columns indicate a statistically significant change in the benefit over time. Blank cells in the last two columns
indicate that no statistically significant differences were found. A dash (—) indicates that this particular benefit was not asked about.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 14
Preventive Health and Wellness Benefits
Table B-1 | Preventive Health and Wellness Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Wellness resources and information
77%
3%
Wellness programs
64%
2%
On-site seasonal flu vaccinations
61%
2%
Wellness publication A
59%
1%
55%
1%
24-hour nurse line
B
Health screening programs
50%
3%
CPR/first aid training
48%
3%
Health and lifestyle coaching D
48%
1%
C
Smoking cessation program
44%
6%
Rewards or bonuses for completing certain health and wellness programs
43%
2%
Health fairs
43%
*
Preventive programs specifically targeting employees with chronic health
conditions
42%
2%
Weight loss program
37%
2%
Fitness center membership subsidy/reimbursement
36%
3%
On-site fitness center
25%
2%
On-site/off-site fitness classes E
21%
3%
Health care premium discount for getting an annual health risk assessment
21%
1%
Nutritional counseling
19%
3%
Health care premium discount for not using tobacco products
19%
2%
On-site blood pressure machine
18%
1%
Health care premium discount for participating in a wellness program
17%
4%
Standing desk F
13%
1%
On-site stress reduction program
10%
3%
Health care premium discount for participating in a weight loss program
9%
2%
On-site massage therapy services
9%
2%
On-site sick room
9%
0%
Continued on next page
15 | 2013 Employee Benefits
Table B-1 | Preventive Health and Wellness Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
On-site medical clinic
8%
*
Fitness equipment subsidy/reimbursement
6%
1%
On-site nap room
6%
0%
On-site vegetable gardens
3%
*
(n = 504-518)
*
Less than 1% but greater than 0%.
A
For example, newsletter, column, etc.
B
Available to help employees make more informed health care decisions.
C
For example, glucose, cholesterol, etc.
D
Used to help employees change and better manage their health habits.
E
For example, yoga, aerobics, etc.
F
Provide or subsidize the cost of replacing a regular desk with a standing desk.
Source: 2013 Employee Benefits: A Research Report by SHRM
As the costs of health care continue to spiral upward, employees and employers
are searching for ways to keep these costs under control and as manageable as
possible. Preventive health and wellness benefits are designed to help maintain
or change employees’ behavior in order to achieve better health and decrease
the associated health risks. By preventing or lessening the incidence of health
conditions, organizations hope to save on long-term health costs. Overall, 77% of
organizations provided wellness resources and information, and 64% of organizations offered wellness programs.
According to a Health Affairs report on U.S. workplace disease-prevention and
wellness programs, for every dollar employers spent on wellness programs medical costs were reduced by $3.27 and absenteeism costs dropped $2.73.5
Preventable and Chronic Conditions
Obesity is a growing health concern in the United States. There are many health
problems associated with excess weight and other types of preventable and
chronic conditions. These conditions affect the health and well-being of employees and also have a significant economic impact on businesses. Organizations
are attempting to combat these issues with health and lifestyle coaching (48%),
weight loss programs (37%), subsidies or reimbursements for fitness center memberships (36%), on-site fitness centers (25%), fitness classes (21%), nutritional
counseling (19%), and fitness equipment subsidy/reimbursement (6%). Other
benefits that encourage a healthy lifestyle included smoking cessation programs
(44%), standing desks (13%) and stress reduction programs (10%).
Organizations offered additional benefits to help employees deal with preventable and chronic conditions, including on-site seasonal flu vaccinations
(61%), health screening programs for conditions such as high glucose or high
cholesterol (50%) and preventive programs specifically targeting employees with
chronic health conditions (42%).
Preventive Health and Wellness Incentives
Forty-three percent of organizations offered rewards or bonuses for completing certain health and wellness activities. Some organizations offer health
2013 Employee Benefits | 16
care discounts to employees for participating in health-related assessments or
programs: 21% of organizations provided health care premium discounts for
getting an annual health risk assessment, 19% provided a discount for not using
tobacco products, 17% offered discounts for participating in a wellness program,
and 9% provided health care premium discounts for participating in a weight
loss program.
Overall, 77% of organizations
provided wellness resources
and information, and 64%
of organizations offered
wellness programs.
Preventive Health and Wellness Resources
Preventive health and wellness resources help make employees aware of wellness
issues while providing them with important tools to live a healthy lifestyle. Fiftynine percent of organizations offered a wellness publication, and 43% hosted
health fairs.
Other Preventive Health and Wellness Benefits
Other types of preventive health and wellness benefits offered by organizations included a 24-hour nurse line (55%), CPR/first aid training (48%) and an
on-site blood pressure machine (18%). In addition, 9% of organizations offered
massage therapy services for employees at the office. Massage therapy can be a
great health maintenance tool that aids in stress reduction. This benefit may be
especially helpful for employees who work in a very stressful work environment.
Less commonly offered benefits included on-site sick rooms (9%), medical clinics
(8%), nap rooms (6%) and on-site vegetable gardens (3%).
Preventive Health and Wellness Benefits Over Time
Table B-2 shows the percentages of organizations that offered specific preventive
health and wellness benefits from 2009 through 2013. The only benefit offered
by more organizations in 2013 than in 2012 was preventive programs specifically
targeting employees with chronic health conditions. The preventive health and
wellness benefits offered by more organizations in 2013 than in 2009 included
health and lifestyle coaching, rewards or bonuses for completing certain health
and wellness programs, preventive programs specifically targeting employees
with chronic health conditions, on-site fitness classes, health care premium
discount for getting an annual health risk assessment, and health care premium
discount for participating in a wellness program.
Table B-2 | Preventive Health and Wellness Benefits (by Year)
Differences
2009 2010 2011 2012 2013 Between 2009
and 2013
Wellness resources and information
72%
75%
75%
77%
77%
Wellness programs
59%
59%
60%
61%
64%
—
68%
64%
61%
61%
On-site seasonal flu vaccinations
Wellness publication
—
—
56%
61%
59%
24-hour nurse line
50%
56%
53%
54%
55%
Health screening programs
38%
43%
42%
45%
50%
CPR training/first aid
53%
55%
53%
51%
48%
Health and lifestyle coaching
33%
33%
37%
45%
48%
Smoking cessation program
39%
39%
36%
39%
44%
Continued on next page
17 | 2013 Employee Benefits
Differences
Between 2012
and 2013
Table B-2 | Preventive Health and Wellness Benefits (by Year) (continued)
Differences
2009 2010 2011 2012 2013 Between 2009
and 2013
Rewards or bonuses for completing certain health and
wellness programs
23%
28%
31%
35%
43%
Health fairs
44%
42%
39%
38%
43%
Preventive programs specifically targeting employees
with chronic health conditions
30%
33%
33%
36%
42%
Weight loss program
30%
30%
30%
32%
37%
Fitness center membership subsidy/reimbursement
35%
33%
30%
32%
36%
On-site fitness center
21%
21%
24%
22%
25%
On-site fitness classes
12%
14%
16%
20%
21%
Health care premium discount for getting an annual
health risk assessment
10%
12%
14%
21%
21%
Nutritional counseling
19%
18%
17%
20%
19%
Health care premium discount for not using tobacco
products
8%
11%
12%
20%
19%
On-site blood pressure machine
18%
20%
20%
20%
18%
Health care premium discount for participating in a
wellness program
8%
9%
11%
15%
17%
Standing desk
—
—
—
—
13%
On-site stress reduction program
11%
10%
12%
11%
10%
Health care premium discount for participating in a
weight loss program
4%
4%
7%
9%
9%
On-site massage therapy services
12%
12%
11%
9%
9%
On-site sick room
8%
12%
12%
12%
9%
On-site medical clinic
5%
10%
9%
8%
8%
Fitness equipment subsidy/reimbursement
4%
5%
4%
4%
6%
On-site nap room
4%
5%
6%
6%
6%
On-site vegetable gardens
—
—
—
—
3%
Differences
Between 2012
and 2013
Note: An arrow in the last two columns indicate a statistically significant change in the benefit over time. Blank cells in the last two columns
indicate that no statistically significant differences were found. A dash (—) indicates that this particular benefit was not asked about.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 18
Retirement Savings and Planning Benefits
Table C-1 | Retirement Savings and Planning Benefits
Defined contribution retirement savings plan A
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
92%
1%
Defined contribution plan catch-up contributions
76%
*
Employer match for defined contribution retirement plan
73%
1%
Defined contribution savings plan hardship withdrawals
71%
1%
Defined contribution plan loans
64%
0%
B
C
Investment advice offered online
59%
1%
Individual investment advice offered one-on-one
53%
2%
Retirement-preparation advice E
43%
5%
D
Automatic enrollment into the defined contribution retirement plan
41%
3%
Investment advice offered in a group/classroom D
41%
2%
Roth 401(k) savings plan
38%
2%
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account
22%
1%
Automatic escalation of salary deferral for defined contribution plans
21%
1%
Defined benefit pension plan (open to all employees)
19%
0%
Defined benefit pension plan (frozen)
12%
0%
Supplemental executive retirement plan (SERP)
9%
*
Cash balance pension plan
6%
*
F
Formal phased retirement program
6%
*
Informal phased retirement program H
6%
0%
Defined contribution savings plan debit card
2%
0%
G
Continued on next page
19 | 2013 Employee Benefits
Table C-1 | Retirement Savings and Planning Benefits (continued)
(n = 512-518)
*
Less than 1% but greater than 0%.
A
401(k), 403(b) or similar type plan.
B
Permits participants who are age 50 or over to make additional elective deferral contributions at the end of the calendar year.
C
Allows participants to borrow from their retirement savings.
D
Any recommendation from a financial advisor that tries to educate, advise or guide an investor regarding a particular investment product
or series of products.
E
Any recommendation from a financial advisor that tries to educate, advise or guide an employee regarding retirement.
F
Frozen for current employees and/or not open to new hires.
G
A formal program that provides reduced schedule and/or responsibilities prior to full retirement.
H
An informal program that provides reduced schedule and/or responsibilities prior to full retirement.
Source: 2013 Employee Benefits: A Research Report by SHRM
Retirement and Financial Planning
Many organizations offer retirement plans to help employees plan for their
financial future. Overall, defined contribution retirement plans (92%) were the
most common type of plan offered, followed by Roth 401(k) savings plans (38%),
traditional defined benefit pension plans (19%) and cash balance pension plans
(6%). In addition, 9% offered supplemental executive retirement plans (SERPs).
SERPs are nonqualified plans that grant benefits above those covered in other
retirement plans that are authorized under the Employee Retirement Income
Security Act (ERISA); however, these plans are not required to be funded and
can be lost if the organization goes bankrupt.
In defined contribution plans, the employer states that it will contribute a fixed
amount, or no amount, to the employee’s individual account. The employee bears
the investment risk in these plans since the value of the account’s investments
may decrease over time. Seventy-three percent of organizations provided an
employer match on some or all of the employee’s contributions, and 64% of organizations offered defined contribution plan loans. These loans allow participants
to borrow from their retirement savings.
In addition, 76% offered catch-up contributions, 71% provided hardship withdrawals, 41% automatically enrolled employees into their defined contribution
plans unless employees actively opted out, 21% provided automatic escalation of
salary deferral for defined contribution plans, and 2% offered a defined contribution savings plan debit card.
The Roth 401(k) is a retirement savings plan that combines some aspects of both
the 401(k) and the Roth IRA. Under the Roth 401(k), employees can decide to
contribute funds on a post-tax elective deferral basis. Twenty-two percent of
organizations permitted conversion of funds in a traditional 401(k) account into
a Roth 401(k) account.
Offered by 19% of organizations, defined benefit pension plans, as their name
suggests, differ from defined contribution plans in that the employer promises
to pay a certain benefit upon the employee’s retirement. The benefit amount is
calculated based on factors such as age, earnings and length of service. Employers bear the investment risk in these plans because they are required to pay the
promised benefit regardless of the plan’s investment performance. Twelve percent of organizations reported their defined benefit pension plans were frozen,
making them unavailable to newly hired employees. Cash balance pension plans
(offered by 6% of organizations) are technically a type of a defined benefit plan,
2013 Employee Benefits | 20
though they look like a defined contribution plan in that employees have and can
see their individual account balances.
Organizations also offered financial planning benefits such as investment and
retirement preparation advice. Overall, 74% of organizations offered some form
of investment advice: 59% provided online investment advice, 53% offered
one-on-one investment advice, and 41% offered investment advice in a group/
classroom. Furthermore, 43% of organizations offered advice specific to retirement preparation. While these programs do not directly contribute to employees’
retirement savings, they can help employees plan for a financially sound retirement as well as other major life goals.
A phased retirement program provides a reduced schedule and/or responsibilities prior to full retirement. These programs provide older workers with a way
to ease into retirement while passing along institutional knowledge to others.
Overall, 10% of organizations offered some type of phased retirement: 6% offered a formal phased retirement program and 6% offered an informal program.
Retirement Savings and Planning Benefits Over Time
Table C-2 shows the percentages of organizations offering specific retirement
savings and planning benefits from 2009 through 2013. The only benefit offered
by more organizations in 2013 than in 2012 was individual investment advice
offered one-on-one. The following two benefits increased from 2009 to 2012:
individual investment advice offered one-on-one, retirement-preparation advice
and Roth 401(k) savings plan. The one retirement savings and planning benefit
offered by fewer organizations in 2013 compared with 2009 was defined benefit
pension plan (open to all employees).
Table C-2 | Retirement Savings and Planning Benefits (by Year)
Defined contribution retirement savings plan
Defined contribution plan catch-up contributions
Employer match for defined contribution retirement
plan
Defined contribution savings plan hardship withdrawals
Defined contribution plan loans
Investment advice offered online
2009
2010
2011
2012
2013
90%
92%
93%
92%
92%
—
—
—
—
76%
72%
72%
70%
68%
73%
—
—
—
—
71%
69%
69%
69%
66%
64%
—
—
—
55%
59%
Individual investment advice offered one-on-one
38%
40%
42%
44%
53%
Retirement-preparation advice
35%
39%
37%
39%
43%
Automatic enrollment into defined contribution
retirement plan
35%
39%
41%
39%
41%
Investment advice offered in a group/classroom
—
—
—
41%
41%
24%
28%
31%
34%
38%
Permit conversion of funds in traditional 401(k) account
into Roth 401(k) account
—
—
19%
19%
22%
Automatic escalation of salary deferral for defined
contribution plans
—
18%
15%
19%
21%
Roth 401(k) savings plan
Continued on next page
21 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table C-2 | Retirement Savings and Planning Benefits (by Year) (continued)
Defined benefit pension plan (open to all employees)
2009
2010
2011
2012
2013
29%
27%
22%
21%
19%
Defined benefit pension plan (frozen)
—
—
12%
12%
12%
Supplemental executive retirement plan (SERP)
8%
11%
11%
7%
9%
Cash balance pension plan
6%
9%
8%
6%
6%
Formal phased retirement program
6%
6%
5%
5%
6%
Informal phased retirement program
—
—
—
5%
6%
Defined contribution savings plan debit card
1%
2%
1%
2%
2%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 22
Financial and Compensation Benefits
Table D-1 | Financial and Compensation Benefits
On-site parking
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
87%
0%
Company-paid group life insurance
86%
*
Service anniversary award B
62%
3%
Undergraduate educational assistance
61%
1%
Graduate educational assistance
59%
1%
Business cell phone or smart phone for personal use
56%
0%
Incentive bonus plan (executive)
55%
1%
Life insurance for dependents
55%
0%
A
Employee referral bonus
47%
1%
Incentive bonus plan (nonexecutive)
45%
1%
Spot bonus
45%
1%
Automobile allowances for business use of personal vehicles
43%
*
Shift premiums
43%
*
Employee discounts on company services
40%
0%
Donations for participation in charitable events
35%
*
Credit union
31%
1%
Full flexible benefits plan D
31%
*
28%
*
C
Sign-on bonus (executive)
Financial advice offered one-on-one
25%
1%
Financial advice offered online E
24%
1%
Employee computer purchase discounts (not a loan)
24%
*
E
Personal use of company-owned vehicles
24%
*
Matching employee charitable contributions
22%
1%
Credit counseling service F
20%
1%
Financial advice offered in group/classroom
20%
1%
Sign-on bonus (nonexecutive)
19%
*
E
Continued on next page
23 | 2013 Employee Benefits
Table D-1 | Financial and Compensation Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Accelerated death benefits G
19%
0%
Payroll advances
19%
0%
Educational scholarships for members of employees’ families
17%
*
Retention bonus (executive)
17%
0%
Loans to employees for emergency/disaster assistance
14%
*
Qualified transportation spending account
13%
*
Retention bonus (nonexecutive)
13%
0%
Employee stock purchase plan
12%
*
Transit subsidy
12%
*
Automobile insurance program
11%
*
Incentive stock options (ISOs)
11%
0%
Parking subsidy
11%
0%
10%
0%
H
Restricted stock options
Nonqualified stock options
9%
0%
Low-/no-interest loans to employees for non-emergency situations
7%
0%
Free computers for employees’ personal use
6%
0%
Loans for employees to purchase personal computers
5%
0%
Carpooling subsidy
4%
*
Free or discounted home Internet service
4%
0%
Personal tax services
3%
*
Stock appreciation rights (SARs)
3%
0%
Subsidized cost of elder care
3%
0%
Educational loans for members of employees’ families
1%
0%
I
(n = 500-518)
*
Less than 1% but greater than 0%.
A
Does not pertain to employee-paid supplemental insurance.
B
Based on the number of years of employment.
C
Unscheduled bonus for going above and beyond in some capacity.
D
Ability to select from a variety of benefits.
E
Financial advice is defined as providing employees with information on how to manage their financial resources effectively for a
lifetime of financial well-being
F
Credit, debt consolidation, housing counseling, etc.
G
For terminal illnesses.
H
Separate from travel accident insurance.
I
NQSOs or NSOs.
Source: 2013 Employee Benefits: A Research Report by SHRM
Monetary Convenience Benefits
Many financial and compensation benefits aim to make monetary transactions
more convenient for employees. Almost one-third (31%) of organizations offered
membership in a credit union. Credit unions often offer lower interest rates and
fees than traditional banks or financial institutions. Fourteen percent offered
loans to employees for emergency or disaster assistance, while 7% offered low- or
no-interest loans for non-emergency situations. Finally, 19% of organizations
provided payroll advances.
2013 Employee Benefits | 24
Insurance
Eighty-six percent of organizations offered company-paid group life insurance,
55% offered life insurance for dependents, and 19% offered accelerated death
benefits for financial assistance in the case of a terminal illness.
Commuter Benefits
Some organizations offer benefits to offset the costs employees incur in commuting to and from the office. The U.S. Census Bureau estimates that 86% of U.S.
workers drive to work.6 Eighty-seven percent of organizations offered on-site
parking, 11% offered parking subsidies, and 43% reported providing automobile
allowance/expenses. Thirteen percent of organizations offered qualified transportation spending accounts—a specific type of flexible spending account that
deducts a portion of an employee’s pretax earnings to an account that reimburses
the employee for transportation expenses. The Census Bureau also reports that
10% of employees carpool to work and 5% take public transportation.7 According
to the survey results, some organizations offered benefits to encourage these employees by providing transit subsidies (12%) or carpooling subsidies (4%). These
benefits help reduce the number of vehicles on the road and the environmental
impact of commuting; they also may help lower stress levels of employees who
would otherwise spend a large amount of time in traffic during their daily commutes. The financial effects of rising gas prices may make transit and carpooling
subsidies more valued benefits in the future.
Finally, 24% offered personal use of company-owned vehicles, and 11% offered
an automobile insurance program to employees.
Educational Assistance
Some organizations provide educational assistance to the dependents of their
employees. As with career development benefits, educational assistance not only
helps the employee but also benefits the employer by developing a more educated
workforce. Sixty-one percent of organizations offered undergraduate educational
assistance, and 59% offered graduate educational assistance. A recent SHRM
study revealed the maximum reimbursement allowed for tuition/education
expenses is, on average, $4,980.8
Seventeen percent of organizations provided educational scholarships to members of employees’ families, and 1% offered educational loans for members of
employees’ families.
Monetary Bonuses
Many organizations supplement employees’ base pay with some type of monetary
bonuses. The most commonly offered type of bonus was an incentive bonus
plan, wherein the organization lays out criteria that, if met, result in additional
compensation for employees. Fifty-five percent of organizations offered this type
of plan to executive employees and 45% offered it to nonexecutive employees.
Incentive bonus plans can promote high performance because the bonus amount
is usually tied directly to company or individual performance.
Forty-seven percent of organizations offered employee referral bonuses to
encourage current employees to refer others to the organization. Referral
bonuses can both expand the applicant pool and potentially reduce recruiting
costs, and they tend to be one of the most effective recruiting strategies available
to organizations.
25 | 2013 Employee Benefits
More than one-quarter (28%) of organizations offered sign-on bonuses to
executive-level employees, and 19% offered these bonuses to nonexecutive
employees. Employees receive sign-on bonuses when they agree to join the
organization. This bonus usually must be returned if the employee leaves the
organization within a certain time frame, and therefore sign-on bonuses help
both recruitment and retention.
In addition, 17% of organizations offered specific retention bonuses to executivelevel employees, and 13% offered them to nonexecutive employees. These
bonuses usually reward an employee for agreeing to stay with the organization
through a particular project or period of time. Finally, 62% offered service
anniversary awards, and 45% offered spot bonuses, or unscheduled bonuses for
exceptional performance.
Supplemental Compensation
In addition to bonuses, organizations offered a number of other types of supplemental compensation. Forty-three percent of organizations offered shift premiums to workers who worked outside of the traditional 9-to-5 office hours.
Twelve percent of organizations offered employee stock purchase plans, allowing
employees to purchase shares of company stock, often at a discount or through
a direct deduction from their paychecks. In addition, 11% offered incentive
stock options, 10% provided restricted options, 9% provided nonqualified stock
options, and 3% offered stock appreciation rights.
Financial/Investment Advice
Some employers offer employees access to financial or investment training designed to educate employees about personal finance. This training could include
helping employees manage their assets, understanding basic financial concepts,
and income planning for college savings and debt management. Twenty-five
percent of organizations offered one-on-one financial advice, 24% offered online
advice and 20% offered in-group or classroom financial advice.
Technology Discounts
Many organizations offer free or discounted technological services or devices for
employee use. For example, 56% offered a business cell phone or smart phone to
employees for personal use.
Organizations are also offering benefits that help employees manage the
associated costs of technology. According to the survey respondents, these
benefits included employee computer purchase assistance or discounts (24%),
free computers for personal use (6%), loans for employees to purchase personal
computers (5%), and free or discounted Internet service (4%).
Other Financial Benefits
Other financial benefits organizations provided were employee discounts on
company services (40%), donation for participating in charitable events (35%),
full flexible benefits plans (31%), matching employee charitable contributions
(22%), credit counseling services (20%), personal tax services (3%) and subsidized cost of elder care (3%).
2013 Employee Benefits | 26
Financial and Compensation Benefits Over Time
Table D-2 shows the percentages of organizations that offered financial and
compensation benefits from 2009 through 2013. The only financial and compensation benefit offered by fewer organizations in 2013 than in 2009 was automobile allowances for business use of personal vehicles. The only benefit offered by
more organizations in 2013 than in 2012 was employee referral bonus.
Table D-2 | Financial and Compensation Benefits (by Year)
2009
2010
2011
2012
2013
On-site parking
90%
90%
87%
87%
87%
Company-paid group life insurance
91%
87%
85%
84%
86%
Service anniversary award
—
—
54%
59%
62%
Undergraduate educational assistance
63%
62%
58%
61%
61%
Graduate educational assistance
59%
56%
54%
58%
59%
Business cell phone or smart phone for personal use
62%
62%
56%
55%
56%
Incentive bonus plan (executive)
50%
54%
50%
50%
55%
Life insurance for dependents
58%
58%
55%
55%
55%
Employee referral bonus
52%
41%
40%
38%
47%
Incentive bonus plan (nonexecutive)
45%
46%
43%
41%
45%
Spot bonus
38%
30%
34%
38%
45%
Automobile allowances for business use of personal
vehicles
51%
49%
46%
42%
43%
Shift premium
38%
41%
36%
38%
43%
Employee discount on company services
38%
38%
32%
33%
40%
Donations for participation in charitable events
32%
34%
31%
32%
35%
Credit union
36%
36%
32%
33%
31%
Full flexible benefits plan
28%
30%
32%
31%
31%
Sign-on bonus (executive)
27%
26%
24%
23%
28%
Financial advice offered one-on-one
—
—
30%
28%
25%
Financial advice offered online
—
—
22%
24%
24%
Employee computer purchase discounts (not a loan)
29%
26%
22%
22%
24%
Personal use of company-owned vehicles
27%
23%
22%
23%
24%
Matching employee charitable contributions
19%
23%
20%
18%
22%
Credit counseling service
10%
16%
18%
21%
20%
—
—
24%
22%
20%
Financial advice offered in group/classroom
Sign-on bonus (nonexecutive)
21%
16%
16%
15%
19%
Accelerated death benefits
23%
25%
23%
20%
19%
Payroll advances
18%
19%
21%
20%
19%
Educational scholarships for members of employees’
families
17%
17%
15%
17%
17%
Retention bonus (executive)
11%
14%
13%
13%
17%
Loans to employees for emergency/disaster assistance
19%
18%
15%
19%
14%
Continued on next page
27 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table D-2 | Financial and Compensation Benefits (by Year) (continued)
2009
2010
Qualified transportation spending account
13%
12%
8%
9%
13%
Retention bonus (nonexecutive)
10%
11%
11%
10%
13%
Employee stock purchase plan
15%
12%
10%
10%
12%
Transit subsidy
13%
11%
12%
13%
12%
Automobile insurance program
14%
10%
10%
10%
11%
—
10%
9%
8%
11%
10%
7%
8%
8%
11%
Incentive stock options (ISOs)
Parking subsidy
2011
2012
2013
Restricted stock options
—
—
8%
9%
10%
Nonqualified stock options
—
6%
7%
7%
9%
Low-/no-interest loans to employees for nonemergency situations
10%
7%
9%
9%
7%
Free computers for employees’ personal use
5%
5%
5%
5%
6%
Loans for employees to purchase personal computers
5%
7%
7%
5%
5%
Carpooling subsidy
6%
5%
4%
4%
4%
Free or discounted home Internet service
6%
3%
3%
3%
4%
Personal tax services
3%
2%
3%
2%
3%
Stock appreciation rights (SARs)
—
—
3%
3%
3%
Subsidized cost of elder care
3%
3%
1%
2%
3%
Educational loans for members of employees’ families
2%
3%
2%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 28
Leave Benefits
Table E-1 | Leave Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
97%
0%
Paid bereavement leave
87%
*
Paid jury duty above what is required by law
66%
*
Paid time off plan
52%
*
Paid vacation plan
41%
*
Floating holidays
38%
*
Paid sick leave plan
34%
*
Family leave above required federal FMLA leave
26%
*
Paid military leave
24%
*
Family leave above any state FMLA leave
23%
*
Paid personal day(s)
22%
*
Paid holidays
A
B
C
Parental leave above federal FMLA leave
21%
*
Paid family leave
21%
0%
Paid time off for volunteering
20%
1%
Paid time off cash-out option
19%
*
Paid time off to serve on the board of a community group or professional
association
18%
1%
Parental leave above any state FMLA leave
18%
*
Religious accommodation paid holidays
16%
1%
Paid adoption leave
16%
*
16%
*
Paid maternity leave
16%
0%
Paid paternity leave
15%
1%
Paid time off donation program
15%
1%
Elder care leave above federal FMLA leave
14%
*
Elder care leave above any state FMLA leave
13%
*
Paid vacation cash-out option
9%
0%
D
Unpaid sabbatical program
E
F
Continued on next page
29 | 2013 Employee Benefits
Table E-1 | Leave Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Paid day off for employee’s birthday
8%
*
Paid vacation leave donation program F
7%
1%
Emergency flexibility G
6%
*
Paid sick leave donation program
6%
*
Vacation purchase plan H
5%
*
Paid sabbatical program
4%
0%
Paid sick leave cash-out option
4%
0%
Unlimited paid sick time
3%
0%
Company-paid time off for group vacations
2%
0%
Unlimited paid vacation time
1%
*
Unlimited paid time off
1%
0%
F
(n = 507-518)
*
Less than 1% but greater than 0%.
A
Sick, vacation and personal days all in one plan.
B
Other than personal days.
C
Beyond what may be required by law.
D
Paid days off for religious holidays not offered by employer.
E
Other than what is covered by short-term disability or state law.
F
Allows employees to donate leave to another employee.
G
Fixed number of days off with pay for emergencies.
H
Payroll deduction.
Source: 2013 Employee Benefits: A Research Report by SHRM
Vacation Leave
A vast majority (93%) of organizations provided some form of paid vacation leave
to their full-time employees: 52% offered paid vacation leave through a paid time
off (PTO) plan and 41% through a stand-alone paid vacation plan.9
Paid Time Off Plans
A paid time off (PTO) plan combines traditional vacation time, sick leave and
personal days into one comprehensive plan. Under this plan, employees have
more freedom and flexibility in managing their leave. Overall, 52% reported
offering this type of plan. Among those with a PTO plan, 19% offered a cash-out
option, and 15% offered a donation program, wherein employees donate PTO to
a general pool that can then be used by other workers. In addition, 1% provided
their employees with unlimited PTO.
Paid Vacation Plans
Nine percent of organizations offered a paid vacation cash-out option, and 7%
indicated that their organizations offered a paid vacation leave donation program, wherein employees donate vacation leave to a general pool that can then
be used by other workers. Five percent reported offering a vacation purchase
plan, which allows employees to “buy” additional vacation days through a payroll
deduction. In addition, one percent provided their employees with unlimited
paid vacation time.
2013 Employee Benefits | 30
Paid Personal Leave
Paid personal leave provides employees with paid leave to use as they see fit.
Personal days may be used by employees for instances such as birthdays, religious purposes and mental health days. By offering this benefit, organizations
recognize the need for employees to take time off for reasons other than illness
or vacation. Twenty-two percent of organizations offered paid personal leave
separate from paid vacation and paid sick leave plans (paid time off plans include
personal days).
Paid Holidays
Organizations in the United States observe a variety of federal, local, state and
religious holidays throughout the year. Overall, 97% of organizations reported
providing paid holidays.
Some companies, in lieu of structuring their holiday calendar around specific
religious holidays, encourage their employees to observe days of religious or
other special significance through floating holidays or provide religious accommodations paid holidays. Overall, 38% of offered paid floating holidays and 16%
provided religious accommodations paid holidays.
Paid Sick Leave
Organizations offer a variety of leave benefits to employees who must miss work
due to illness. These benefits protect employees against the loss of income during
short-term absences from the workplace. Overall, 86% of organizations provided
some form of paid sick leave to employees: 52% offered paid sick leave through a
paid time off plan and 34% through a stand-alone sick leave plan. Six percent of
organizations offered a paid sick leave donation program, which allows employees to donate sick leave to a general pool where the donated leave can be used
by workers who have exhausted their own sick leave. In addition, 4% provided a
paid sick leave cash-out option and 3% provided unlimited paid sick time.
Family and Medical Leave Act (FMLA)
The federal Family and Medical Leave Act (FMLA) of 1993 guarantees eligible
employees 12 weeks of unpaid job-protected leave during any 12-month period
for an employee’s serious medical condition or to care for a parent, spouse or
child. During this leave, the employee retains his or her benefits. Some states
have further FMLA employer requirements as well. Federal law does not require
FMLA leave to be paid, but 21% of organizations did offer paid family leave.
Twenty-six percent of organizations offered family leave above required federal
FMLA, and 23% provided family leave above any state FMLA. In addition, 21%
reported offering parental leave above federal and state FMLA, 18% reported
offering parental leave above state FMLA, 14% offered elder care leave above
federal FMLA, and 13% provided elder care leave above state FMLA.
Leave for New Parents
There are specific paid leave benefits available to new parents. Sixteen percent of
organizations offered paid maternity leave (other than what is covered by shortterm disability or state law), and 15% provided paid paternity leave. In addition,
16% offered paid adoption leave.
31 | 2013 Employee Benefits
Bereavement Leave
Bereavement leave allows an employee to receive paid leave because of the
death of a close relative, friend or associate. Bereavement leave is separate from
leave available from paid time off, vacation, sick and personal leave plans. The
availability and amount of paid bereavement leave available to an employee may
vary depending upon individual circumstances such as distance to a funeral,
responsibility for funeral and estate arrangements, or the relationship between
the employee and the deceased. Eighty-seven percent reported offering paid
bereavement leave.
Military Leave
As U.S. military activities abroad continue, organizations are accommodating
employees who are away from the office on active duty. Twenty-four percent
offered paid military leave beyond what may be required by law (a small number
of states have paid military leave requirements).
Other Leave Benefits
Other types of leave offered by organizations included paid jury duty above what
is required by law (66%), paid time off for volunteering (20%), paid time off to
serve on the board of a community group or professional association (18%), unpaid sabbatical programs (16%), a paid day off for the employee’s birthday (8%),
emergency flexibility (fixed number of days off with pay for emergencies) (6%),
paid sabbatical programs (4%) and company-paid time off for group vacations
(2%).
Leave Benefits Over Time
Table E-2 shows the percentages of organizations offering leave benefits from
2009 through 2013. There were no significant changes in these benefits from
2012 to 2013. The leave benefit offered by more organizations in 2013 compared
with 2009 was paid time off plan. The following benefits were offered by fewer
organizations in 2013 than in 2009: floating holidays, paid personal days, paid
vacation leave donation program and paid sick leave donation program.
Table E-2 | Leave Benefits (by Year)
2009
2010
2011
2012
2013
Paid holidays
97%
97%
97%
97%
97%
Paid bereavement leave
90%
89%
90%
89%
87%
Paid jury duty above what is required by law
62%
68%
68%
69%
66%
Paid time off plan
42%
47%
48%
51%
52%
Paid vacation plan
47%
44%
44%
43%
41%
Floating holidays
45%
43%
42%
40%
38%
Paid sick leave plan
39%
36%
37%
33%
34%
Family leave above required federal FMLA leave
22%
20%
21%
22%
26%
Paid military leave
24%
22%
24%
19%
24%
Family leave above any state FMLA leave
20%
19%
18%
18%
23%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 32
Table E-2 | Leave Benefits (by Year) (continued)
2009
2010
Paid personal days
31%
29%
Parental leave above federal FMLA leave
17%
17%
Paid family leave
25%
24%
Paid time off for volunteering
15%
Paid time off cash-out option
—
Paid time off to serve on the board of a community
group or professional association
—
2012
2013
26%
26%
22%
18%
18%
21%
25%
24%
21%
17%
19%
19%
20%
19%
17%
18%
19%
20%
20%
21%
18%
15%
17%
17%
16%
18%
—
—
—
—
16%
Paid adoption leave
15%
16%
16%
17%
16%
Unpaid sabbatical program
12%
16%
15%
15%
16%
Paid maternity leave
14%
17%
16%
16%
16%
Paid paternity leave
15%
17%
16%
16%
15%
Parental leave above any state FMLA leave
Religious accommodation paid holidays
Paid time off donation program
2011
—
15%
14%
16%
15%
Elder care leave above federal FMLA leave
11%
11%
11%
10%
14%
Elder care leave above any state FMLA leave
11%
11%
11%
10%
13%
—
18%
16%
13%
9%
Paid day off for employee’s birthday
8%
10%
9%
8%
8%
Paid vacation leave donation program
20%
17%
15%
12%
7%
Emergency flexibility (fixed number of days off with pay
for emergencies)
6%
7%
7%
7%
6%
Paid sick leave donation program
16%
11%
7%
6%
6%
Vacation purchase plan
8%
5%
7%
7%
5%
Paid sabbatical program
5%
4%
4%
5%
4%
Paid sick leave cash-out option
—
7%
6%
5%
4%
Unlimited paid sick time
—
—
—
2%
3%
Company-paid time off for group vacations
1%
2%
2%
2%
Unlimited paid vacation time
—
—
—
1%
1%
Unlimited paid time off
—
—
—
1%
1%
Paid vacation cash-out option
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
33 | 2013 Employee Benefits
Family-Friendly Benefits
Table F-1 | Family-Friendly Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Dependent care flexible spending account
71%
1%
On-site lactation/mother’s room
34%
*
Bring child to work in emergency
26%
0%
24%
*
20%
*
A
Domestic partner benefits for same-sex partners B
Domestic partner benefits for opposite-sex partners
B
529 plan
14%
1%
Child care referral service D
12%
0%
Adoption assistance
11%
C
Elder care referral service
8%
0%
Lactation support services E
8%
0%
4%
0%
D
Access to backup child care services
F
Subsidized child care program
4%
0%
Nonsubsidized child care center H
3%
0%
Subsidized child care center
3%
0%
2%
1%
G
H
Foster care assistance
Access to backup elder care services
2%
0%
Babies at work I
2%
0%
2%
0%
On-site elder care fairs
2%
0%
On-site parenting seminars
2%
0%
Elder care assisted living assessments
1%
*
F
Geriatric counseling J
K
Elder care in-home assessments
1%
*
Consortium child care center M
1%
0%
On-ramping programs for family members dealing with elder care issues
1%
0%
On-ramping programs for parents re-entering the workforce
1%
0%
On-site vaccinations for infants/children
1%
0%
L
Continued on next page
2013 Employee Benefits | 34
Table F-1 | Family-Friendly Benefits (continued)
(n = 504-511)
*
Less than 1% but greater than 0%.
A
A separate room that goes above and beyond the PPACA law requiring that employees be “shielded from view” and “free from intrusion”
during their break.
B
Not including health care coverage (e.g., wellness benefits, paid leave, retirement savings and planning benefits, financial and
compensation benefits, professional and career development benefits, etc.).
C
Tax-advantaged savings plan designed to encourage saving for future college costs.
D
Program that provides employees with the names of providers (separate from or part of an EAP).
E
Lactation consulting and education.
F
For an unexpected event.
G
Other than flexible spending accounts.
H
An on-site or near-site center.
I
Children under one year of age are allowed to come to work with a parent on a regular basis.
J
Counseling services to seniors and their families.
K
Provides an opportunity for employees to speak directly with elder care experts about the many types of elder care services.
L
Provides families with appraisals to determine care needs.
M
An on-site or near-site center sharing the costs and responsibilities with several organizations.
Source: 2013 Employee Benefits: A Research Report by SHRM
Dependent Care Flexible Spending Accounts
Dependent care flexible spending accounts allow employees to set aside pretax
dollars that can later be reimbursed for dependent care expenses. These accounts
are popular with employees since the tax benefit offsets some of the expenses
of dependent care. Almost three-quarters (71%) of organizations offered this
benefit.
Dependent Care Educational Assistance
Some organizations provide educational assistance to the dependents of their
employees. Fourteen percent of organizations provided 529 plans, which are taxadvantaged savings plans designed to encourage saving for future college costs.
Domestic Partner Benefits
Twenty-four percent of organizations offered same-sex domestic partner benefits (excluding health care), and 20% provided opposite-sex domestic partner
benefits (excluding health care).
Child Care Benefits
With the majority of single-parent families having a parent in the workforce and
59% of two-parent families with both parents employed,10 child care benefits are
an important recruiting and job satisfaction driver for working parents. Twentysix percent of organizations allowed employees to bring their children to work in
a child care emergency, 12% offered a child care referral service, and 2% allowed
parents to bring their babies to work on a regular basis.
These types of benefits, which help the employee at a minimal cost to the
organization, were more commonly offered than costlier benefits such as access
to backup child care services (4%), subsidized child care program (4%), nonsubsidized child care center (3%), subsidized child care center (3%), and consortium
child care center (1%), which is a center sharing the costs and responsibilities
with several organizations.
35 | 2013 Employee Benefits
Adoption and Foster Care Assistance
According to responding HR professionals, 11% of organizations offered adoption assistance and 2% provided foster care assistance to their employees.
Elder Care Benefits
According to a national research study, 48.9 million people in the U.S. serve
as unpaid family caregivers to an adult.11 Many of these individuals are part of
the “sandwich” generation—caring for both children and the elderly members
of their family. Dependent care flexible spending accounts can be used to offset
the cost of both child care and elder care, and some organizations offered elder
care options similar to child care benefits. Again, the most frequently offered
benefit of this type was an elder care referral service, which 8% of organizations made available to employees. Less commonly offered elder care benefits
included access to backup elder care services in the case of an unexpected event
(2%), geriatric counseling (2%), on-site elder care fairs (2%), elder care assisted
living assessments (1%), elder care in-home assessments (1%), and on-ramping
programs for family members dealing with elder care issues (1%).
Other Family-Friendly Benefits
In addition to child care benefits, elder care benefits, adoption assistance and
foster care assistance, organizations offered a number of other benefits that
pertained to employees’ dependents. Overall, 34% of organizations had an onsite lactation/mother’s room, and 8% provided lactation support services. Other
family-friendly benefits included on-site parenting seminars (2%), on-ramping
programs for parents re-entering the workforce (1%) and on-site vaccinations for
infants/children (1%).
Family-Friendly Benefits Over Time
Table F-2 depicts the percentages of organizations offering family-friendly
benefits from 2009 through 2013. The only benefit offered by more organizations
in 2013 than in 2012 was domestic partner benefits for same-sex partners (not
including health care coverage). The following two benefits increased from 2009
to 2012: on-site lactation/mother’s room and domestic partner benefits for samesex partners (not including health care coverage).
Table F-2 | Family-Friendly Benefits (by Year)
2009
2010
2011
2012
2013
Dependent care flexible spending account
70%
72%
73%
72%
71%
On-site lactation/mother’s room
25%
28%
28%
30%
34%
Bring child to work in emergency
29%
30%
33%
32%
26%
Domestic partner benefits for same-sex partners (not
including health care coverage)
14%
15%
14%
15%
24%
Domestic partner benefits for opposite-sex partners
(not including health care coverage)
14%
13%
14%
15%
20%
529 plan
14%
13%
12%
14%
14%
Child care referral service
13%
17%
17%
17%
12%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 36
Table F-2 | Family-Friendly Benefits (by Year)
2009
2010
2011
2012
2013
Adoption assistance
10%
9%
8%
9%
11%
Elder care referral service
11%
11%
9%
10%
8%
Lactation support services
5%
4%
5%
6%
8%
Access to backup child care services
5%
4%
3%
3%
4%
Subsidized child care program
—
—
—
4%
4%
Nonsubsidized child care center
2%
3%
4%
4%
3%
Subsidized child care center
3%
4%
4%
4%
3%
Foster care assistance
2%
1%
1%
2%
2%
Access to backup elder care services
1%
2%
2%
1%
2%
Babies at work
—
1%
1%
1%
2%
Geriatric counseling
2%
4%
2%
3%
2%
On-site elder care fairs
1%
1%
1%
2%
2%
On-site parenting seminars
2%
3%
4%
5%
2%
Elder care assisted living assessments
1%
1%
1%
2%
1%
Elder care in-home assessments
1%
1%
1%
2%
1%
Consortium child care center
1%
1%
1%
1%
1%
On-ramping programs for family members dealing with
elder care issues
—
—
1%
1%
1%
On-ramping programs for parents re-entering the
workforce
—
—
1%
1%
1%
On-site vaccinations for infants/children
3%
5%
3%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
37 | 2013 Employee Benefits
Flexible Working Benefits
Table G-1 | Flexible Working Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Casual dress day (one day per week)
60%
0%
Telecommuting
58%
4%
Flextime A
53%
*
Flextime during core business hours
51%
*
Telecommuting on an ad-hoc basis
45%
1%
Break arrangements
39%
0%
Mealtime flex E
37%
0%
Telecommuting on a part-time basis
36%
2%
B
C
D
Compressed workweek
35%
1%
Casual dress (every day)
34%
0%
Flextime outside of core business hours G
26%
1%
Casual dress (seasonal)
23%
0%
Telecommuting on a full-time basis
20%
2%
Shift flexibility
19%
*
Seasonal scheduling
19%
0%
Job sharing
10%
1%
Alternating location arrangements L
4%
0%
Results-only work environment (ROWE) M
4%
0%
F
H
I
J
K
Continued on next page
2013 Employee Benefits | 38
Table G-1 | Flexible Working Benefits (continued)
(n = 504-518)
*
Less than 1% but greater than 0%.
A
Allowing employees to choose their work hours within limits established by the employer.
B
Allowing employees to choose their work hours during core business hours.
C
Situations that may occur intermittently throughout the year or as a one-time event.
D
Provides employees more flexibility over when they take breaks.
E
Making up time at some point during the day as a result of a longer meal break or allowing employees to leave early as a result of a shorter
meal break.
F
Allowing full-time employees to work longer days for part of the week or pay period in exchange for shorter days or a day off each week or
pay period.
G
Allowing employees to choose their work hours within limits outside of core business hours.
H
Allowing casual dress for extended periods during the year (e.g., summer months, holidays, etc.).
I
Allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts.
J
Employees work only a certain number of months per year.
K
Two or more employees share the responsibilities, accountability and compensation of one full-time job.
L
Employees work part-year in one location and part-year in a second location (e.g., “snowbirds”).
M
Allowing employees to work wherever and whenever they wish as long as projects are completed on a timely basis.
Source: 2013 Employee Benefits: A Research Report by SHRM
Nontraditional Scheduling Options
Flexible working benefits are a cost-effective way to help employees balance their
work and personal lives. According to the latest Employee Job Satisfaction and
Engagement research report from SHRM, 46% of employees cited the flexibility
to balance work/life issues as a very important aspect of job satisfaction.12
These benefits help organizations attract and retain high-quality talent and are
a key factor in employee satisfaction. The Families and Work Institute (FWI)
and SHRM recently released a toolkit that provides the resources needed to
build support for workplace flexibility in communities and organizations.13 This
publication includes discussions about why workplace flexibility is important to
HR professionals and how they can promote flexibility.
The majority (53%) of organizations offered some form of flextime, which allows
employees to select their work hours within limits established by the employer.
Fifty-one percent of respondents reported that their organizations offered
flextime during their core business hours, and 26% indicated flextime was
provided outside of their core business hours. In addition, 58% of organizations
offered some form of telecommuting: 45% of respondents reported that their
organizations offered telecommuting on an ad-hoc basis, 36% on a part-time
basis, and 20% on a full-time basis. Over one-third (35%) of organizations
offered compressed workweeks, where full-time employees are allowed to work
longer days for part of a week or pay period in exchange for shorter days or a day
off during that week or pay period. Ten percent offered job sharing, in which two
employees share the responsibilities, accountability and compensation of one
full-time job. These types of flexible scheduling benefits allow organizations to
recruit and retain motivated workers who may not be able or willing to work a
traditional 9-to-5 schedule.
Nineteen percent of organizations offered shift flexibility, where employees
are allowed to coordinate with co-workers to adjust their schedules by trading,
dropping or picking up shifts. Four percent of organizations had a results-only
work environment (ROWE), allowing employees to work wherever and whenever
they wish as long as projects are completed on a timely basis.
39 | 2013 Employee Benefits
Casual Dress
The majority (53%) of
organizations offered some
form of flextime, which
allows employees to select
their work hours within limits
established by the employer.
The majority (60%) of organizations offered casual dress at least once a week,
34% allowed casual dress every day, and 23% allowed seasonal casual dress,
which permits employees to dress casually for extended periods during the year.
While many organizations may consider casual dress part of their organizational
culture as opposed to an employee benefit, employees appreciate the opportunity
to wear more comfortable clothes.
Break Arrangements
Some organizations offer a variety of benefits designed to provide employees
more flexibility in deciding when they can take breaks. Thirty-nine percent
provided break arrangements that give employees who generally can only take
assigned breaks more flexibility over when they take breaks. Thirty-seven
percent offered mealtime flex, which allows employees to make up time at some
point during the day as a result of a longer meal break or to leave early as a result
of a shorter meal break.
Other Flexible Working Benefits
Other types of flexible working benefits offered by organizations included
seasonal scheduling (19%) and alternating location arrangements (4%), allowing employees to work part of the year in one location and the rest of the year
in another location (e.g., “snowbird” employees—those who move from colder
climates to warmer climates in the winter).
Flexible Working Benefits Over Time
Table G-2 shows the percentages of organizations that offered flexible working
benefits from 2009 through 2013. There were no significant changes in these
benefits from 2012 to 2013, and from 2009 to 2013.
Table G-2 | Flexible Working Benefits (by Year)
2009
2010
2011
2012
2013
Casual dress day (one day per week)
59%
57%
55%
55%
60%
Telecommuting
51%
55%
53%
57%
58%
Flextime
54%
49%
53%
53%
53%
Flextime during core business hours
—
—
—
51%
51%
Telecommuting on an ad-hoc basis
45%
44%
42%
45%
45%
Break arrangements
43%
43%
45%
43%
39%
Mealtime flex
41%
39%
40%
38%
37%
Telecommuting on a part-time basis
34%
34%
34%
36%
36%
Compressed workweek
37%
34%
35%
35%
35%
Casual dress (every day)
36%
34%
36%
36%
34%
Flextime outside of core business hours
—
—
—
25%
26%
Casual dress (seasonal)
—
23%
24%
24%
23%
19%
17%
20%
20%
20%
Telecommuting on a full-time basis
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 40
Table G-2 | Flexible Working Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Shift flexibility
21%
19%
18%
22%
19%
Seasonal scheduling
16%
17%
16%
19%
19%
Job sharing
16%
13%
13%
12%
10%
Alternating location arrangements
4%
4%
5%
5%
4%
Results-only work environment (ROWE)
3%
1%
2%
3%
4%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
41 | 2013 Employee Benefits
Employee Programs and Services
Table H-1 | Employee Programs and Services
Free coffee A
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
72%
0%
Vending machine snacks and beverages
50%
0%
Free/discounted uniforms
28%
0%
Legal assistance/services
23%
0%
On-site cafeteria
23%
0%
B
C
On-site ATMs
22%
0%
Paycards
17%
3%
Postal services for employees
17%
0%
Organization-sponsored sports teams
16%
1%
Travel planning services
11%
0%
Dry cleaning services
10%
*
Executive club memberships
10%
0%
Pet health insurance
8%
1%
Employer-sponsored personal shopping discounts
7%
0%
ESL (English as a second language) classes
6%
0%
Self-defense training
4%
1%
Concierge services
4%
*
D
Foreign language classes
4%
*
Prepared take-home meals
3%
*
On-site haircuts
1%
*
(n = 507-517)
*
Less than 1% but greater than 0%.
A
Fully subsidized coffee or coffee service.
B
Fully or partially subsidized by the company.
C
Food and beverages available in the cafeteria are fully or partially subsidized by the company.
D
Non-English.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 42
Creating a Flexible Workplace
Some of the benefits in this category are designed to save employees the time
and energy of having to schedule such everyday tasks as visiting the bank (17%
offered paycards), purchasing or preparing food and beverages (72% provided
free coffee, 50% offered vending machine snacks and beverages, 23% had an
on-site cafeteria, and 3% offered prepared take-home meals), visiting the post
office (17% offered postal services) or going to the dry cleaner (10% offered
dry-cleaning services).
In addition, 22% had on-site ATMs, and 1% provided on-site haircuts. Other
benefits, such as legal assistance or services (23%), travel planning services (11%)
and concierge services (4%), help employees in more specific circumstances.
Uniform Benefits
Some employees are required to wear certain attire while working, and employers may offer assistance in paying for it. More than one-quarter of organizations
(28%) offered free or discounted uniforms to employees.
Language Skills
Overall, 6% of organizations offered English as a second language (ESL) classes
to workers looking to improve their English language skills.
An increasingly diverse workforce and the globalization of the economy have
made language skills more important than ever. Workers, supervisors, customers
and business partners may have different levels of English proficiency, and some
may not speak English at all. To address this divide, some organizations offer
foreign language classes to workers or supervisors who frequently deal with
individuals whose native language is not English. Four percent of organizations
offered some form of foreign language classes.
Other Personal Services Benefits
Sixteen percent of organizations offered organization-sponsored sports teams.
In addition to physical exercise and health benefits, sports teams offer employees
a chance to socialize and build rapport outside of their work environment.
Other types of personal services offered by organizations included executive club
memberships (10%), pet health insurance (8%), employer-sponsored personal
shopping discounts (7%) and self-defense training (4%).
Employee Programs and Services Over Time
Table H-2 shows the percentages of organizations that offered these benefits
from 2009 through 2013. There were no significant changes in these benefits
from 2012 to 2013. Organization-sponsored sports teams were the only benefit
offered by fewer organizations in 2013 compared with 2009.
43 | 2013 Employee Benefits
Table H-2 | Employee Programs and Services (By Year)
2009
2010
2011
Free coffee
—
—
77%
74%
72%
Vending machine snacks and beverages
—
—
47%
47%
50%
Free/discounted uniforms
29%
30%
26%
26%
28%
Legal assistance/services
21%
20%
20%
21%
23%
—
—
19%
20%
23%
20%
20%
22%
22%
22%
—
11%
11%
16%
17%
On-site cafeteria
On-site ATMs
Paycards
2012
2013
Postal services for employees
22%
19%
19%
20%
17%
Organization-sponsored sports teams
25%
22%
17%
18%
16%
Travel planning services
16%
10%
9%
10%
11%
Dry cleaning services
10%
7%
10%
10%
10%
Executive club memberships
19%
19%
14%
9%
10%
Pet health insurance
3%
4%
4%
6%
8%
Employer-sponsored personal shopping discounts
8%
9%
6%
6%
7%
English as a second language (ESL) classes
6%
8%
8%
8%
6%
Self-defense training
6%
3%
6%
6%
4%
Concierge services
3%
2%
2%
2%
4%
Foreign language classes
5%
7%
8%
8%
4%
On-site haircuts
1%
1%
2%
3%
3%
Prepared take-home meals
1%
3%
3%
3%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 44
Professional and Career Development Benefits
Table I-1 | Professional and Career Development Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Professional memberships
90%
0%
Professional development opportunities
88%
1%
Off-site professional development opportunities A
85%
1%
Certification/recertification fees
78%
0%
77%
0%
Professional license application or renewal fees
On-site professional development opportunities
69%
0%
Cross-training to develop skills not directly related to the job
44%
2%
Mentoring program
20%
3%
Career counseling
13%
2%
College selection/referral C
7%
*
A
B
(n = 508-518)
* Less than 1% but greater than 0%.
A
Seminars, conferences, courses or training to keep skills current, etc.
B
Formal program.
C
Provides employees with information and helps link them to colleges.
Source: 2013 Employee Benefits: A Research Report by SHRM
Career Development Assistance
Organizations offer a variety of benefits designed to help employees advance in
their careers. These types of benefits provide a dual advantage—employees feel
the organization cares about their professional development, and the organization gains a richer, better-prepared workforce. Overall, 88% of organizations
offered their staff some form of professional development opportunities: 85%
offered off-site opportunities and 69% provided on-site opportunities. Ninety
percent of organizations offered paid professional memberships, 78% paid for
certification or recertification fees, and 77% indicated that their organizations
paid for professional license application or renewal fees.
Forty-four percent offered cross-training to develop skills not directly related to
employees’ current jobs. In addition to furthering employees’ skill sets, crosstraining can increase understanding and communication between different
45 | 2013 Employee Benefits
departments. Twenty percent of organizations offered formal mentoring programs, 13% provided career counseling, and 7% offered college selection/referrals, providing employees with information and helping link them to colleges.
88% of organizations offered
their staff some form of
professional development
opportunities: 85% offered
off-site opportunities and 69%
provided on-site opportunities.
Professional and Career Development
Benefits Over Time
Table I-2 shows the percentages of organizations that offered professional and
career development benefits from 2009 through 2013. There were no significant
changes in these benefits from 2012 to 2013 and from 2009 to 2013.
Table I-2 | Professional and Career Development Benefits (By Year)
2009
2010
2011
2012
2013
Professional memberships
91%
90%
87%
90%
90%
Professional development opportunities
91%
90%
87%
87%
88%
—
—
82%
83%
85%
73%
70%
72%
75%
77%
Off-site professional development opportunities
Professional license application or renewal fees
On-site professional development opportunities
—
—
67%
65%
69%
Certification/recertification fees
77%
71%
71%
74%
78%
Cross-training to develop skills not directly related to
the job
49%
49%
43%
38%
44%
Mentoring program
22%
17%
17%
20%
20%
Career counseling
14%
15%
11%
12%
13%
College selection/referral
11%
11%
9%
9%
7%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 46
Housing and Relocation Benefits
Table J-1 | Housing and Relocation Benefits
Relocation lump sum payment
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
32%
*
Location visit assistance
22%
0%
Temporary relocation benefits
22%
0%
Reimbursement of shipping fees
20%
0%
Assistance selling previous home
12%
*
A
Cost-of-living differential
12%
*
Reimbursement of closing costs B
10%
0%
Reimbursement of realtor fees B
10%
0%
Spouse relocation employment assistance
9%
*
Housing counseling C
7%
0%
Reimbursement for financial loss sustained from a home sale B
7%
0%
Home insurance program
6%
*
Home buyout program
6%
0%
6%
0%
4%
*
D
Rental assistance
Renter insurance program
E
Mortgage assistance
3%
*
Down payment assistance
3%
0%
Mortgage insurance
1%
0%
(n = 504-511)
*
Less than 1% but greater than 0%.
A
House-hunting trips.
B
Employers cover some or all of the costs.
C
Advice on buying, renting, defaults and foreclosures.
D
Discount on home insurance.
E
Discount on renters insurance.
Source: 2013 Employee Benefits: A Research Report by SHRM
47 | 2013 Employee Benefits
One-Time Permanent Relocation Benefits
Most housing and relocation benefits involve newly hired or transferred employees who face a one-time, permanent move. The most commonly offered
assistance in this situation was single relocation lump-sum payment, which 32%
of organizations offered. Some employers prefer this option because providing a
single lump sum to the relocating employee eliminates paperwork and administration for the organization.
Twenty-two percent of organizations provided location visit assistance or househunting trips to employees who were relocating to a new area. In addition, 20%
provided reimbursement of shipping fees, 12% offered assistance to employees
who needed to sell a home at their original location, 12% offered a cost-of-living
differential to assist employees relocating to a more expensive area, 10% offered reimbursement of realtor fees, and 10% offered closing cost assistance.
Nine percent of respondents indicated that their organizations offered spouse
relocation assistance to help married employees whose “trailing” spouse might
be faced with searching for a job in an unfamiliar location. Seven percent offered
reimbursement for financial loss sustained from a home sale, and 6% offered a
home buyout program.
Temporary Relocation Benefits
Temporarily relocated employees are often maintaining two households—one
at the permanent location to which they plan to return and one to maintain a
comfortable presence at their temporary location. Almost one-quarter (22%)
of organizations offered temporary relocation benefits to assist in easing this
burden.
Housing Assistance
Some organizations offer employees assistance in purchasing a new home:
6% offered a home insurance program, 3% provided mortgage assistance, 3%
offered down payment assistance, and 1% provided mortgage insurance. These
benefits may be offered as part of a relocation package or as a general employee
benefit to increase retention. Most organizations that offer these types of benefits
require employees to have certain tenure and/or stay for a certain period of time
after receiving the assistance. Organizations also hope that homeowners may
feel more rooted in the community and therefore less likely to leave.
Additional housing and relocation benefits offered by organizations included
housing counseling (7%), rental assistance (6%) and renter insurance program
(4%).
Housing and Relocation Benefits Over Time
Table J-2 shows the percentages of organizations that offered these housing and
relocation benefits from 2009 through 2013. There were no significant changes
in these benefits from 2012 to 2013. Temporary relocation benefits were the only
benefit offered by fewer organizations in 2013 compared with 2009.
2013 Employee Benefits | 48
Table J-2 | Housing and Relocation Benefits (by Year)
2009
2010
2011
2012
2013
Relocation lump sum payment
30%
28%
26%
29%
32%
Location visit assistance
36%
20%
18%
21%
22%
Temporary relocation benefits
35%
28%
25%
25%
22%
Reimbursement of shipping fees
—
—
—
19%
20%
Assistance selling previous home
13%
11%
9%
11%
12%
Cost-of-living differential
15%
10%
10%
11%
12%
—
—
8%
12%
10%
Reimbursement of closing costs
Reimbursement of realtor fees
—
—
8%
11%
10%
Spouse relocation employment assistance
15%
10%
12%
12%
9%
Housing counseling
9%
6%
4%
6%
7%
Reimbursement for financial loss sustained from a
home sale
6%
5%
5%
6%
7%
Home insurance program
7%
6%
6%
5%
6%
Home buyout program
—
—
4%
5%
6%
Rental assistance
12%
3%
5%
6%
6%
Renter insurance program
4%
3%
3%
3%
4%
Mortgage assistance
7%
3%
3%
3%
3%
Down payment assistance
6%
2%
2%
3%
3%
Mortgage insurance
3%
1%
2%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
49 | 2013 Employee Benefits
Business Travel Benefits
Table K-1 | Business Travel Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Reimbursement for taxicab or car service to and from airport
83%
0%
Mileage reimbursement for the use of personal car to travel to and from
airport
81%
0%
Per diem for meals A
70%
0%
Employee keeps hotel points
69%
0%
Employee keeps frequent flyer miles
69%
0%
Paid Internet access while on travel
61%
0%
Reimbursement for personal telephone calls while on travel
44%
0%
Travel accident insurance
40%
0%
First or business class airfare for international travel
18%
*
Rental car upgrades
15%
*
Paid dry cleaning while on business travel
15%
0%
First or business class airfare for domestic travel
14%
0%
Paid minibar snacks at the hotel
10%
0%
Paid travel expenses for spouse
7%
*
Paid health club fees while on travel
6%
0%
Paid airline club membership
5%
*
Paid pay-per-view movies at the hotel
5%
0%
Paid travel expenses for dependent children
4%
*
Paid travel expenses for opposite-sex domestic partner
3%
*
Paid travel expenses for same-sex domestic partner
3%
*
Paid child care expenses while an employee is on business travel
2%
0%
Paid pet care expenses while an employee is on business travel
1%
*
(n = 502-516)
*
Less than 1% but greater than 0%.
A
Includes reimbursements.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 50
Travel Benefits
The most commonly offered business travel benefits included reimbursement
for taxicab or car service to and from airport (83%) and mileage reimbursement
for travel to and from airport (81%). Majority of organizations also provided per
diem for meals (70%), allowed employees to keep hotel points (69%), allowed
employees to retain frequent flyer miles (69%), paid for Internet access (61%) and
reimbursed for personal telephone calls while on travel (44%).
A smaller number of organizations paid for first class/business class for international travel (18%), rental car upgrades (15%), dry cleaning expenses (15%), first
class/business class for domestic travel (14%), minibar snacks at the hotel (10%),
health club fees (6%), paid airline club memberships, (5%), pay-per-view movies
(5%), child care expenses (2%) and pet care arrangement expenses (1%) incurred
when employees were on business travel.
Travel Insurance
Forty percent of organizations offered travel accident insurance, which provides
coverage for individuals who might be harmed or killed while on business travel.
Paid Travel Expenses for Others
Less commonly offered travel benefits included paid travel expenses for a spouse
(7%), dependent children (4%), opposite-sex domestic partner (3%) and same-sex
domestic partner (3%).
Business Travel Benefits Over Time
Table K-2 shows the percentages of organizations offering these business travel
benefits from 2009 through 2013. There were no significant changes in these
benefits from 2012 to 2013. Reimbursement for personal telephone calls while on
travel was the only benefit offered by fewer organizations in 2013 compared with
2009.
Table K-2 | Business Travel Benefits (by Year)
2009
2010
2011
2012
2013
Reimbursement for taxicab or car service to and from
airport
—
—
—
—
83%
Mileage reimbursement for the use of personal car to
travel to and from airport
—
—
—
—
81%
Per diem for meals
65%
65%
65%
65%
70%
Employee keeps hotel points
68%
64%
67%
69%
69%
Employee keeps frequent flyer miles
68%
64%
67%
69%
69%
Paid Internet access while on travel
54%
55%
56%
57%
61%
Reimbursement for personal telephone calls while on
travel
58%
54%
51%
50%
44%
Travel accident insurance
39%
37%
37%
37%
40%
—
—
13%
14%
18%
First or business class airfare for international travel
Continued on next page
51 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table K-2 | Business Travel Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Rental car upgrades
11%
13%
16%
18%
15%
Paid dry cleaning while on business travel
15%
12%
13%
13%
15%
First or business class airfare for domestic travel
12%
12%
11%
10%
14%
Paid minibar snacks at the hotel
9%
9%
8%
9%
10%
Paid travel expenses for spouse
5%
6%
3%
7%
7%
Paid health club fees while on travel
3%
3%
3%
4%
6%
Paid airline club membership
4%
5%
5%
5%
5%
Paid pay-per-view movies at the hotel
5%
5%
4%
4%
5%
Paid travel expenses for dependent children
—
—
—
5%
4%
Paid travel expenses for opposite-sex domestic partner
—
—
—
3%
3%
Paid travel expenses for same-sex domestic partner
—
—
—
3%
3%
Paid child care expenses while an employee is on
business travel
2%
2%
1%
1%
2%
Paid pet care expenses while an employee is on
business travel
1%
1%
1%
1%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 52
Other Benefits
Table L-1 | Other Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
55%
3%
Company picnic
Noncash companywide performance awards
49%
0%
Community volunteer programs
47%
0%
Discount ticket services
35%
1%
Company-purchased tickets
26%
0%
Take your child to work day
23%
1%
Pets at work
5%
*
Take your pet to work day
2%
1%
Take your parent to work day
1%
0%
A
B
B
C
(n = 507-518)
*
Less than 1% but greater than 0%.
A
For example, gift certificate, extra day off.
B
For example, sporting events, cultural events, theme parks, etc.
C
Once a year as opposed to pets at work generally.
Source: 2013 Employee Benefits: A Research Report by SHRM
Social Gatherings
Social gatherings provide the opportunity for employees to get to know one
another outside of the job, which can lead to better working relationships at
the office. More than one-half (55%) of organizations offered company picnics,
almost one-third (35%) offered discount ticket services, and 26% offered
company-purchased tickets to events such as cultural proceedings, sporting
events or theme parks.
Volunteer Programs
Community volunteer programs offer organizations an excellent opportunity to
provide value-added benefits to the business, employees and community. These
programs can be tailored to best suit the needs of the organization’s mission,
vision and business goals, and were offered by 47% of organizations.
53 | 2013 Employee Benefits
Other Benefits
Other benefits included noncash companywide performance awards, such as gift
certificates or an extra day off (49%), take your child to work day (23%), allowing
pets at the office (5%), take your pet to work day (2%) and take your parent to
work day (1%).
Other Benefits Over Time
Table L-2 shows the percentages of organizations offering these benefits from
2009 through 2013. There were no significant changes in these benefits from
2012 to 2013. The following benefits were offered by fewer organizations in 2013
than in 2009: take your child to work day and company-purchased tickets.
Table L-2 | Other Benefits (by Year)
2009
2010
2011
2012
Company picnic
59%
Noncash companywide performance awards
51%
Community volunteer programs
42%
Discount ticket services
Company-purchased tickets
2013
56%
55%
55%
55%
47%
43%
45%
49%
40%
40%
43%
47%
40%
37%
35%
32%
35%
38%
32%
26%
23%
26%
Take your child to work day
33%
25%
25%
24%
23%
Pets at work
6%
6%
6%
5%
5%
Take your parent to work day
1%
1%
2%
1%
2%
Take your pet to work day
1%
1%
1%
1%
1%
Differences
Between
2009 and
2013*
Differences
Between
2012 and
2013*
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 54
Employee Benefits in Today’s
Business Environment
Impact of the Economy on Benefits
HR professionals were asked if their organizations’ employee benefits offerings
had been reduced by more than 50% because of the economic recession. Only 4%
reported their benefits offerings had been reduced by more than 50% in the last
12 months. These results are depicted in Figure 2.
Figure 2 | Percentage of Organizations that Reduced Employee
Benefits Offerings by More than 50%
Yes
4%
No
96%
Note: Respondents who answered “not sure” were excluded from this analysis.
Source: 2013 Employee Benefits: A Research Report by SHRM
Total Employer Costs for Employee
Compensation and Benefits
U.S. Bureau of Labor Statistics’ report Employer Costs for Employee Compensation examines the costs of benefits and compensation. The results presented in
Table 2 illustrate the substantial impact health insurance, retirement and leave
benefits have on organizations in the U.S.
Reviewing and Analyzing the Benefits Plan
As illustrated in Figure 3, 82% of organizations reviewed their benefits programs
annually, and 12% reported reviewing them even more frequently. Only 1% of
organizations never reviewed their benefits programs.
55 | 2013 Employee Benefits
Table 2 | Employer Costs for Employee Compensation
Compensation
Component
Civilian
Workers
Private
Industry
State and Local
Government
Wages and salaries
69.2%
70.3%
65.0%
Benefits
30.8%
29.7%
35.0%
Paid leave
7.0%
6.9%
7.4%
Vacation
3.4%
3.6%
2.8%
Holiday
2.1%
2.1%
2.2%
Sick
1.1%
0.9%
1.9%
Personal
0.4%
0.4%
0.5%
Supplemental pay
2.4%
2.8%
0.8%
Insurance
8.9%
8.2%
12.0%
Life
0.1%
0.1%
0.2%
Health benefits
8.5%
7.7%
11.6%
Short-term disability
0.2%
0.2%
0.1%
Long-term disability
0.1%
0.2%
0.1%
Retirement and savings
4.7%
3.6%
8.8%
Defined benefit
2.9%
1.5%
8.0%
Defined contribution
1.8%
2.1%
0.8%
7.8%
8.2%
6.1%
Legally required
Source: Bureau of Labor Statistics. (2012). Employer Costs For Employee Compensation,
September 2012.
Figure 3 | Frequency of Reviewing Benefits Programs
82%
12%
More than once a
year
5%
Once a year/
annually
Once every two
years
1%
Never
(n = 511)
Note: Respondents who answered “not sure” were excluded from this analysis.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 56
About the Research
Survey Demographics
Organization Industry
Organization Staff Size
Manufacturing (food, beverage and tobacco product manufacturing; textile
and textile product mills; apparel manufacturing; leather and allied product
manufacturing; wood product manufacturing; paper manufacturing; printing
and related support activities; petroleum and coal products manufacturing;
chemical manufacturing; plastics and rubber products manufacturing;
nonmetallic mineral product manufacturing; primary metal and fabricated
metal product manufacturing; machinery manufacturing; computer and
electronic product, electrical equipment, appliance, and component
manufacturing; transportation equipment manufacturing; furniture and
related product manufacturing; other manufacturing)
1-99 employees
21%
Health Care and Social Assistance (ambulatory health care services;
hospitals; nursing and residential care facilities; social assistance; other
healthcare and social assistance)
18%
17%
Finance and Insurance (monetary authorities, central bank; credit
intermediation and related activities; securities, commodity contracts and
other financial investments and related activities; insurance carriers and
related activities; funds, trusts and other financial vehicles; other finance and
insurance)
13%
Educational Services (elementary and secondary schools; junior colleges;
colleges, universities and professional schools; business schools and
computer and management training; technical and trade schools; educational
support services; other educational services)
9%
36%
500-2,499 employees
23%
2,499-24,999 employees
16%
25,000 or more employees
4%
Organization Sector
Privately owned for-profit
organization
52%
Nonprofit organization
23%
Publicly owned for-profit
organization
19%
Government agency
6%
(n = 518)
6%
Transportation and Warehousing (air transportation; rail transportation;
water transportation; truck transportation; transit and ground passenger
transportation; pipeline transportation; support activities for transportation;
postal service; couriers and messengers; warehousing and storage; other
transportation and warehousing)
6%
Retail Trade (motor vehicle and parts dealers; food and beverage stores;
clothing and clothing accessories stores; general merchandise stores;
nonstore retailers; other retail trade)
5%
Accommodation and Food Services (accommodation; food services and
drinking places; other accommodation and food services)
4%
Continued on next page
100-499 employees
(n = 518) Note: Percentages do not equal
100% due to rounding.
Professional, Scientific and Technical Services (legal services; accounting,
tax preparation, bookkeeping and payroll services; architectural, engineering
and related services; specialized design services; computer systems design
and related services; consulting services, management and technical;
scientific research and development services; biotechnology research and
development; high-tech; pharmaceutical; advertising, public relations and
related services; other professional, scientific and technical services)
Government Agencies (executive, legislative and other general government
support; justice, public order and safety activities; government human
resource programs; government environmental quality programs;
government housing programs; urban planning and community
development; government economic programs; government space research
and technology; national security and international affairs; other government
agencies)
22%
Region
Midwest (Illinois, Indiana, Iowa,
Kansas, Michigan, Minnesota,
Missouri, Nebraska, North
Dakota, Ohio, South Dakota,
Wisconsin)
36%
South (Alabama, Arkansas,
Delaware, District of Columbia,
Florida, Georgia, Kentucky,
Louisiana, Maryland, Mississippi,
North Carolina, Oklahoma,
South Carolina, Tennessee,
Texas, Virginia, West Virginia)
26%
Northeast (Connecticut,
Maine, Massachusetts, New
Hampshire, New Jersey, New
York, Pennsylvania, Rhode Island,
Vermont)
20%
West (Alaska, Arizona, California,
Colorado, Hawaii, Idaho,
Nevada, New Mexico, Montana,
Oregon, Utah, Washington,
Wyoming)
18%
(n = 518)
2013 Employee Benefits | 58
Organization Industry (continued)
Administrative, Support, Waste Management and Remediation Services
(office administrative services; facilities support services; employment
services; business support services; travel arrangement and reservation
services; investigation and security services; services to buildings and
dwellings; waste management and remediation services; other administrative,
support, waste management and remediation services)
4%
Arts, Entertainment and Recreation (performing arts, spectator sports
and related industries; museums, historical sites and similar institutions;
amusement, gambling and recreation industries; other arts, entertainment
and recreation)
4%
Construction (construction of buildings; heavy and civil engineering
construction; specialty trade contractors; other construction)
4%
Information (publishing industries, except Internet; motion picture and sound
recording industries; broadcasting, except Internet; telecommunications;
data processing, hosting and related services; other information services)
4%
Wholesale Trade (merchant wholesalers, durable goods; merchant
wholesalers, nondurable goods; wholesale electronic markets and agents
and brokers; other wholesale trade)
4%
Real Estate and Rental and Leasing (real estate; rental and leasing services;
other real estate and rental and leasing)
3%
Religious, Grantmaking, Civic, Professional and Similar Organizations
(religious organizations; grantmaking and giving services; social advocacy
organizations; civic and social organizations; business, professional, labor,
political, and similar organizations; other religious, grantmaking, civic,
professional and similar organizations)
3%
Utilities (electric power generation, transmission and distribution; natural gas
distribution; water, sewage and other systems; other utilities)
3%
Agriculture, Forestry, Fishing and Hunting (crop production; animal
production; forestry and logging; fishing, hunting and trapping; support
activities for agriculture and forestry; other agriculture, forestry, fishing and
hunting)
2%
Mining (oil and gas extraction; mining, except oil and gas; support activities
for mining; other mining)
2%
Repair and Maintenance (automotive repair and maintenance; electronic
and precision equipment repair and maintenance; commercial and industrial
machinery and equipment—except automotive and electronic—repair and
maintenance; personal and household goods repair and maintenance; other
repair and maintenance)
2%
Personal and Laundry Services (personal care services; death care services;
dry cleaning and laundry services; other personal and laundry services)
1%
(n = 518) Note: Percentages do not equal 100% due to multiple response options.
Survey Methodology
A sample of HR professionals was randomly selected from SHRM’s membership database, which included approximately 260,000 individual members at
the time the survey was conducted. Only members who had not participated in
a SHRM survey or poll in the last four months were included in the sampling
frame. Members who were students, located internationally or had no e-mail
address on file were excluded from the sampling frame. In February 2013, an
e-mail that included a hyperlink to the Employee Benefits Survey was sent
to 4,000 randomly selected SHRM members. Of these, approximately 3,600
e-mails were successfully delivered to respondents, and 518 HR professionals
responded, yielding a response rate of 14%. The survey was accessible for a
59 | 2013 Employee Benefits
period of four weeks, and multiple reminders were sent to nonrespondents in an
effort to increase response rates. The sample of HR professionals was generally
representative of the SHRM membership population.
Notations
Differences: Conventional statistical methods were used to determine if
observed differences were statistically significant (i.e., there is a small likelihood
that the differences occurred by chance). Therefore, in most cases, only results
that were significant are included, unless otherwise noted. In some cases, data
may be discussed in the text of this report but not presented in an accompanying
figure or table.
Tables: Unless otherwise reported in a specific table, please note that the following are applicable to data depicted in tables throughout this report.
• In the first table in each section, data are sorted in descending order by the
first percentage column in a table.
• In the second table in each section, data are sorted in descending order by the
“2013” column.
Generalization of results: As with any research, readers should exercise
caution when generalizing results and take individual circumstances and experiences into consideration when making decisions based on these data. While
SHRM is confident in its research, it is prudent to understand that the results
presented in this survey report are only truly representative of the sample of HR
professionals responding to the survey.
Number of respondents: The number of respondents (indicated by “n” in figures
and tables) varies from table to table and figure to figure because some respondents did not answer all of the questions. Individuals may not have responded
to a question on the survey because the question or some of its parts were not
applicable or because the requested data were unavailable. This also accounts for
the varying number of responses within each table or figure.
Confidence level and margin of error: A confidence level and margin of error
give readers some measure of how much they can rely on survey responses to
represent all SHRM members. Given the level of response to the survey, SHRM
Research is 95% confident that responses given by responding HR professionals can be applied to all SHRM members, in general, with a margin of error of
approximately 4%. For example, 64% of HR professionals reported their organizations offered wellness programs. With a 4% margin of error, the reader can be
95% certain that between 60% and 68% of SHRM members would report that
their organizations presently offer wellness programs.
2013 Employee Benefits | 60
Appendix
Prevalence of Benefits (in Alphabetical Order)
24-hour nurse line
55%
529 plan
14%
Accelerated death benefits
19%
Access to backup child care services
4%
Access to backup elder care services
2%
Accidental death and dismemberment insurance (AD&D)
83%
Acupressure/acupuncture medical coverage
36%
Adoption assistance
11%
Alternating location arrangements
4%
Alternative/complementary medical coverage
17%
Assistance selling previous home
12%
Automatic enrollment into the defined contribution retirement plan
41%
Automatic escalation of salary deferral for defined contribution plans
21%
Automobile allowances for business use of personal vehicles
43%
Automobile insurance program
11%
Babies at work
2%
Bariatric coverage for weight loss
34%
Break arrangements
39%
Bring child to work in emergency
26%
Business cell phone or smart phone for personal use
56%
Career counseling
13%
Carpooling subsidy
4%
Cash balance pension plan
6%
Casual dress (every day)
34%
Casual dress (seasonal)
23%
Casual dress day (one day per week)
60%
Certification/recertification fees
78%
Child care referral service
12%
Chiropractic coverage
80%
College selection/referral
7%
Community volunteer programs
47%
Continued on next page
2013 Employee Benefits | 62
Company-paid group life insurance
86%
Company picnic
55%
Company-paid time off for group vacations
2%
Company-purchased tickets
26%
Compressed workweek
35%
Concierge services
4%
Consortium child care center
1%
Consumer-directed health care plan (CDHP)
31%
Contraceptive coverage
82%
Cost-of-living differential
12%
CPR/first aid training
48%
Credit counseling service
20%
Credit union
31%
Critical illness insurance
29%
Cross-training to develop skills not directly related to the job
44%
Defined benefit pension (frozen)
12%
Defined benefit pension plan (open to all employees)
19%
Defined contribution plan catch-up contributions
76%
Defined contribution plan loans
64%
Defined contribution retirement savings plan
92%
Defined contribution savings plan debit card
2%
Defined contribution savings plan hardship withdrawals
71%
Dental insurance
96%
Dependent care flexible spending account
71%
Discount ticket services
35%
Domestic partner benefits for opposite-sex partners
20%
Domestic partner benefits for same-sex partners
24%
Donations for participation in charitable events
35%
Down payment assistance
3%
Dry cleaning services
10%
Educational loans for members of employees’ families
1%
Educational scholarships for members of employees’ families
17%
Elder care assisted living assessments
1%
Elder care in-home assessments
1%
Elder care leave above any state FMLA leave
13%
Elder care leave above federal FMLA leave
14%
Elder care referral service
8%
Elective procedures coverage
15%
Emergency flexibility
6%
Employee assistance program (EAP)
77%
Employee computer purchase discounts (not a loan)
24%
Employee discounts on company services
40%
Employee keeps frequent flyer miles
69%
Employee keeps hotel points
69%
Continued on next page
63 | 2013 Employee Benefits
Employee referral bonus
47%
Employee stock purchase plan
12%
Employer contributions to health savings accounts (HSAs)
26%
Employer match for defined contribution retirement plan
73%
Employer-sponsored personal shopping discounts
7%
ESL (English as a second language) classes
6%
Exclusive provider organization (EPO)
7%
Executive club memberships
10%
Experimental/elective drug coverage
6%
Family leave above any state FMLA leave
23%
Family leave above required federal FMLA leave
26%
Financial advice offered in group/classroom
20%
Financial advice offered one-on-one
25%
Financial advice offered online
24%
First or business class airfare for domestic travel
14%
First or business class airfare for international travel
18%
Fitness center membership subsidy/reimbursement
36%
Fitness equipment subsidy/reimbursement
6%
Flextime
53%
Flextime during core business hours
51%
Flextime outside of core business hours
26%
Floating holidays
38%
Foreign language classes
4%
Formal phased retirement program
6%
Foster care assistance
2%
Free coffee
72%
Free computers for employees’ personal use
6%
Free or discounted home Internet service
4%
Free/discounted uniforms
28%
Full flexible benefits plan
31%
Gender reassignment surgery coverage
8%
Geriatric counseling
2%
Graduate educational assistance
59%
Health and lifestyle coaching
48%
Health care premium discount for getting an annual health risk assessment
21%
Health care premium discount for not using tobacco products
19%
Health care premium discount for participating in a weight loss program
9%
Health care premium discount for participating in a wellness program
17%
Health care premium flexible spending account
38%
Health fairs
43%
Health maintenance organization (HMO)
33%
Health reimbursement arrangements (HRAs)
19%
Health savings accounts (HSAs)
42%
Health screening programs
50%
Continued on next page
2013 Employee Benefits | 64
Home buyout program
6%
Home insurance program
6%
Hospital indemnity insurance
22%
Housing counseling
7%
Incentive bonus plan (executive)
55%
Incentive bonus plan (nonexecutive)
45%
Incentive stock options (ISOs)
11%
Indemnity plan (fee-for-service)
7%
Individual investment advice offered one-on-one
53%
Infertility treatment coverage other than in vitro fertilization
34%
Informal phased retirement program
6%
Intensive care insurance
20%
Investment advice offered in a group/classroom
41%
Investment advice offered online
59%
In vitro fertilization coverage
30%
Job sharing
10%
Lactation support services
8%
Laser-based vision correction coverage
27%
Legal assistance/services
23%
Life insurance for dependents
55%
Loans for employees to purchase personal computers
5%
Loans to employees for emergency/disaster assistance
14%
Location visit assistance
22%
Long-term care insurance
31%
Long-term disability insurance
77%
Low-/no-interest loans to employees for non-emergency situations
7%
Mail-order prescription program
90%
Matching employee charitable contributions
22%
Mealtime flex
37%
Medical flexible spending accounts
72%
Mental health coverage
89%
Mentoring program
20%
Mileage reimbursement for the use of personal car to travel to and from
airport
81%
Mini-med health plan
5%
Mortgage assistance
3%
Mortgage insurance
1%
Noncash companywide performance awards
49%
Nonqualified stock options
9%
Nonsubsidized child care center
3%
Nutritional counseling
19%
Off-site professional development opportunities
85%
On-ramping programs for family members dealing with elder care issues
1%
On-ramping programs for parents re-entering the workforce
1%
Continued on next page
65 | 2013 Employee Benefits
On-site/off-site fitness classes
21%
On-site ATMs
22%
On-site blood pressure machine
18%
On-site cafeteria
23%
On-site elder care fairs
2%
On-site fitness center
25%
On-site haircuts
1%
On-site lactation/mother’s room
34%
On-site massage therapy services
9%
On-site medical clinic
8%
On-site nap room
6%
On-site parenting seminars
2%
On-site parking
87%
On-site professional development opportunities
69%
On-site seasonal flu vaccinations
61%
On-site sick room
9%
On-site stress reduction program
10%
On-site vaccinations for infants/children
1%
On-site vegetable gardens
3%
Organization-sponsored sports teams
16%
Paid adoption leave
16%
Paid airline club membership
5%
Paid bereavement leave
87%
Paid child care expenses while an employee is on business travel
2%
Paid day off for employee’s birthday
8%
Paid dry cleaning while on business travel
15%
Paid family leave
21%
Paid health club fees while on travel
6%
Paid holidays
97%
Paid Internet access while on travel
61%
Paid jury duty above what is required by law
66%
Paid maternity leave
16%
Paid military leave
24%
Paid minibar snacks at the hotel
10%
Paid paternity leave
15%
Paid pay-per-view movies at the hotel
5%
Paid personal day(s)
22%
Paid pet care expenses while an employee is on business travel
1%
Paid sabbatical program
4%
Paid sick leave cash-out option
4%
Paid sick leave donation program
6%
Paid sick leave plan
34%
Paid time off cash-out option
19%
Paid time off donation program
15%
Continued on next page
2013 Employee Benefits | 66
Paid time off for volunteering
20%
Paid time off plan
52%
Paid time off to serve on the board of a community group or professional
association
18%
Paid travel expenses for dependent children
4%
Paid travel expenses for opposite-sex domestic partner
3%
Paid travel expenses for same-sex domestic partner
3%
Paid travel expenses for spouse
7%
Paid vacation cash-out option
9%
Paid vacation leave donation program
7%
Paid vacation plan
41%
Parental leave above any state FMLA leave
18%
Parental leave above federal FMLA leave
21%
Parking subsidy
11%
Paycards
17%
Payroll advances
19%
Per diem for meals
70%
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account
22%
Personal tax services
3%
Personal use of company-owned vehicles
24%
Pet health insurance
8%
Pets at work
5%
Pharmacy management program
16%
Point of service (POS) plan
19%
Postal services for employees
17%
Preferred provider organization (PPO)
86%
Prepared take-home meals
3%
Prescription drug program coverage
98%
Preventive programs specifically targeting employees with chronic health
conditions
42%
Professional development opportunities
88%
Professional license application or renewal fees
77%
Professional memberships
90%
Qualified transportation spending account
13%
Reimbursement for financial loss sustained from a home sale
7%
Reimbursement for personal telephone calls while on travel
44%
Reimbursement for taxicab or car service to and from airport
83%
Reimbursement of closing costs
10%
Reimbursement of shipping fees
20%
Reimbursement of realtor fees
10%
Religious accommodation paid holidays
16%
Relocation lump sum payment
32%
Rental assistance
6%
Rental car upgrades
15%
Continued on next page
67 | 2013 Employee Benefits
Renter insurance program
4%
Restricted stock options
10%
Results-only work environment (ROWE)
4%
Retention bonus (executive)
17%
Retention bonus (nonexecutive)
13%
Retiree health care coverage
23%
Retirement-preparation advice
43%
Rewards or bonuses for completing certain health and wellness programs
43%
Roth 401(k) savings plan
38%
Seasonal scheduling
19%
Self-defense training
4%
Service anniversary award
62%
Shift flexibility
19%
Shift premiums
43%
Short-term disability insurance
68%
Sign-on bonus (executive)
28%
Sign-on bonus (nonexecutive)
19%
Smoking cessation program
44%
Spot bonus
45%
Spouse relocation employment assistance
9%
Standing desk
13%
Stock appreciation rights (SARs)
3%
Subsidized child care center
3%
Subsidized child care program
4%
Subsidized cost of elder care
3%
Supplemental accident insurance
50%
Supplemental executive retirement plan (SERP)
9%
Take your parent to work day
1%
Take your pet to work day
2%
Telecommuting
58%
Telecommuting on a full-time basis
20%
Telecommuting on a part-time basis
36%
Telecommuting on an ad-hoc basis
45%
Temporary relocation benefits
22%
Transit subsidy
12%
Travel accident insurance
40%
Travel planning services
11%
Undergraduate educational assistance
61%
Unlimited paid sick time
3%
Unlimited paid time off
1%
Unlimited paid vacation time
1%
Unpaid sabbatical program
16%
Vacation purchase plan
5%
Vending machine snacks and beverages
50%
Continued on next page
2013 Employee Benefits | 68
Vision insurance
82%
Weight loss program
37%
Wellness programs
64%
Wellness publication
59%
Wellness resources and information
77%
Wholesale generic drug program for injectable drugs
20%
Source: 2013 Employee Benefits: A Research Report by SHRM
69 | 2013 Employee Benefits
Benefits Index
A
Accelerated death benefits, Table D-1, Table D-2
Access to backup child care services, Table F-1, Table F-2
Access to backup elder care services, Table F-1, Table F-2
Accidental death and dismemberment insurance, Table A-1, Table A-2
Acupressure/acupuncture medical coverage, Table A-1, Table A-2
AD&D. See Accidental death and dismemberment insurance
Adoption assistance, Table F-1, Table F-2
Alternating location arrangements, Table G-1, Table G-2
Alternative/complementary medical coverage, Table A-1, Table A-2
Assistance selling previous home, Table J-1, Table J-2
Automobile insurance program, Table D-1, Table D-2
Automatic enrollment into the defined contribution retirement plan, Table C-1,
Table C-2
Automatic escalation of salary deferral for defined contribution plans, Table C-1,
Table C-2
Automobile allowances for business use of personal vehicles, Table D-1, Table
D-2
B
Babies at work, Table F-1, Table F-2
Bariatric coverage for weight loss, Table A-1, Table A-2
Break arrangements, Table G-1, Table G-2
Bring child to work in emergency, Table F-1, Table F-2
Business cell phone or smart phone for personal use, Table D-1, Table D-2
Business travel benefits, Table K-1, Table K-2
C
Career counseling, Table I-1, Table I-2
Carpooling subsidy, Table D-1, Table D-2
Cash balance pension plan, Table C-1, Table C-2
2013 Employee Benefits | 70
Casual dress day
Every day, Table G-1, Table G-2
One day per week, Table G-1, Table G-2
Seasonal, Table G-1, Table G-2
Certification/recertification fees, Table I-1, Table I-2
Child care center
Consortium, Table F-1, Table F-2
Nonsubsidized, Table F-1, Table F-2
Subsidized, Table F-1, Table F-2
Child care referral service, Table F-1, Table F-2
Chiropractic insurance, Table A-1, Table A-2
CDHP. See Consumer-directed health care plan
College selection/referral, Table I-1, Table I-2
Community volunteer programs, Table L-1, Table L-2
Company-paid time off for group vacations, Table E-1, Table E-2
Company picnic, Table L-1, Table L-2
Company-purchased tickets, Table L-1, Table L-2
Compensation benefits. See Financial and compensation benefits
Compressed workweek, Table G-1, Table G-2
Concierge services, Table H-1, Table H-2
Consumer-directed health care plan, Table A-1, Table A-2
Contraceptive coverage, Table A-1, Table A-2
Cost-of-living differential, Table J-1, Table J-2
CPR training /first aid, Table B-1, Table B-2
Credit counseling service, Table D-1, Table D-2
Credit union, Table D-1, Table D-2
Critical illness insurance, Table A-1, Table A-2
Cross-training to develop skills not directly related to the job, Table I-1, Table I-2
D
Defined benefit pension plan
Frozen, Table C-1, Table C-2
Open to all employees, Table C-1, Table C-2
Defined contribution plan
Catch-up contributions, Table C-1, Table C-2
Debit card, Table C-1, Table C-2
Hardship withdrawals, Table C-1, Table C-2
Loans, Table C-1, Table C-2
Retirement savings plan, Table C-1, Table C-2
Target-date funds, Table C-1, Table C-2
Dental insurance, Table A-1, Table A-2
Dependent care flexible spending account, Table F-1, Table F-2
71 | 2013 Employee Benefits
Discount ticket services, Table L-1, Table L-2
Domestic partner benefits
Opposite-sex partners, Table F-1, Table F-2
Same-sex partners, Table F-1, Table F-2
Donations for participation in charitable events, Table D-1, Table D-2
Down payment assistance, Table J-1, Table J-2
Dry cleaning services, Table H-1, Table H-2,
E
EAP. See Employee assistance program
Educational loans for members of employees’ families, Table D-1, Table D-2
Educational scholarships for members of employees’ families, Table D-1, Table
D-2
Elder care. See also Subsidized cost of elder care
Assisted living assessments, Table F-1, Table F-2
In-home assessments, Table F-1, Table F-2
Leave above federal FMLA leave, Table E-1, Table E-2
Leave above any state FMLA leave, Table E-1, Table E-2
On-site fairs, Table F-1, Table F-2
Referral service, Table F-1, Table F-2
Elective procedures coverage, Table A-1, Table A-2
Emergency flexibility (fixed number of days off with pay for emergencies), Table
E-1, Table E-2
Employee assistance program, Table A-1, Table A-2
Employee computer purchase discounts (not a loan), Table D-1, Table D-2
Employee discount on company services, Table D-1, Table D-2
Employee keeps frequent flyer miles, Table K-1, Table K-2
Employee keeps hotel points, Table K-1, Table K-2
Employee referral bonus, Table D-1, Table D-2
Employee services benefits, Table H-1, Table H-2
Employee stock purchase plan, Table D-1, Table D-2
Employer contributions to HSAs, Table A-1, Table A-2
Employer match
Defined contribution retirement plan, Table C-1, Table C-2
Roth 401(k) savings plan, Table C-1, Table C-2
Employer-sponsored personal shopping discounts, Table H-1, Table H-2
English as a second language (ESL) classes, Table H-1, Table H-2
EPO. See Exclusive provider organization
ESL (English as a second language) classes, Table H-1, Table H-2
Exclusive provider organization, Table A-1, Table A-2
Executive club memberships, Table H-1, Table H-2
Experimental/elective drug coverage, Table A-1, Table A-2
2013 Employee Benefits | 72
F
Family-friendly benefits, Table F-1, Table F-2
Family leave
Above required federal FMLA leave, Table E-1, Table E-2
Above any state FMLA leave, Table E-1, Table E-2
Financial and compensation benefits, Table D-1, Table D-2
Financial advice
Group/classroom, Table D-1, Table D-2
One-on-one, Table D-1, Table D-2
Online, Table D-1, Table D-2
First or business class airfare
Domestic travel, Table K-1, Table K-2
International travel, Table K-1, Table K-2
Fitness center membership subsidy/reimbursement, Table B-1, Table B-2
Fitness equipment subsidy/reimbursement, Table B-1, Table B-2
529 plan, Table F-1, Table F-2
Flexible working benefits, Table G-1, Table G-2
Flextime, Table G-1, Table G-2
Flextime during core business hours, Table G-1, Table G-2
Flextime outside of core business hours, Table G-1, Table G-2
Floating holidays, Table E-1, Table E-2
Foreign language classes, Table H-1, Table H-2
Formal phased retirement program, Table C-1, Table C-2
Foster care assistance, Table F-1, Table F-2
Free coffee, Table H-1, Table H-2
Free computers for employees’ personal use, Table D-1, Table D-2
Free/discounted uniforms, Table H-1, Table H-2
Free or discounted home Internet service, Table D-1, Table D-2
Full flexible benefits plan, Table D-1, Table D-2
G
Gender reassignment surgery coverage, Table A-1, Table A-2
Geriatric counseling, Table F-1, Table F-2
Graduate educational assistance, Table D-1, Table D-2
H
Health and lifestyle coaching, Table B-1, Table B-2
Health care discounts
Premium discount for getting an annual health risk assessment, Table B-1,
Table B-2
Premium discount for not using tobacco products, Table B-1, Table B-2
73 | 2013 Employee Benefits
Premium discount for participating in a weight loss program, Table B-1, Table
B-2
Premium discount for participating in a wellness program, Table B-1, Table
B-2
Health care coverage costs
Dependent children, Figure 1
Dependent grandchildren, Figure 1
Full-time employees, Figure 1
Foster children, Figure 1
Nondependent children, Figure 1
Opposite-sex domestic partners, Figure 1
Part-time employees, Figure 1
Same-sex domestic partners, Figure 1
Spouses, Figure 1
Health care premium flexible spending account, Table A-1, Table A-2
Health fairs, Table B-1, Table B-2
Health maintenance organization, Table A-1, Table A-2
Health reimbursement arrangements, Table A-1, Table A-2
Health savings accounts, Table A-1, Table A-2
Health screening programs, Table B-1, Table B-2
HMO. See Health maintenance organization
Home buyout program, Table J-1, Table J-2
Home insurance program, Table J-1, Table J-2
Hospital indemnity insurance, Table A-1, Table A-2
Housing and relocation benefits, Table J-1, Table J-2
Housing counseling, Table J-1, Table J-2
HRA. See Health reimbursement arrangements
HSAs. See Health savings accounts
I
Incentive bonus plan
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Incentive stock options, Table D-1, Table D-2
Indemnity plan (fee-for-service), Table A-1, Table A-2
Individual investment advice offered one-on-one, Table C-1, Table C-2
Infertility treatment coverage
In vitro fertilization, Table A-1, Table A-2
Other, Table A-1, Table A-2
Informal phased retirement program, Table C-1, Table C-2
Investment advice
Group/classroom, Table C-1, Table C-2
2013 Employee Benefits | 74
One-on-one, Table C-1, Table C-2
Online, Table C-1, Table C-2
Intensive care insurance, Table A-1, Table A-2
ISOs. See Incentive stock options
J
Job sharing, Table G-1, Table G-2
L
Lactation/mother’s room, Table F-1, Table F-2
Lactation support services, Table F-1, Table F-2
Laser-based vision correction coverage, Table A-1, Table A-2
Leave benefits, Table E-1, Table E-2
Legal assistance/services, Table H-1, Table H-2
Life insurance
Company-paid group, Table D-1, Table D-2
Dependents, Table D-1, Table D-2
Loans for employees to purchase personal computers, Table D-1, Table D-2
Loans to employees for emergency/disaster assistance, Table D-1, Table D-2
Location visit assistance, Table J-1, Table J-2
Long-term care insurance, Table A-1, Table A-2
Long-term disability insurance, Table A-1, Table A-2
Low-/no-interest loans to employees for non-emergency situations, Table D-1,
Table D-2
M
Mail-order prescription program, Table A-1, Table A-2
Matching employee charitable contributions, Table D-1, Table D-2
Mealtime flex, Table G-1, Table G-2
Medical flexible spending accounts, Table A-1, Table A-2
Mental health coverage, Table A-1, Table A-2
Mentoring program, Table I-1, Table I-2
Mini-med health plan, Table A-1, Table A-2
Mortgage assistance, Table J-1, Table J-2
Mortgage insurance, Table J-1, Table J-2
N
Nonqualified stock options, Table D-1, Table D-2
Noncash companywide performance awards, Table L-1, Table L-2
Nutritional counseling, Table B-1, Table B-2
O
Off-site professional development opportunities, Table I-1, Table I-2
On-ramping programs
75 | 2013 Employee Benefits
Family members dealing with elder care issues, Table F-1, Table F-2
Parents re-entering the workforce, Table F-1, Table F-2
On-site services
ATMs, Table H-1, Table H-2
Blood pressure machine, Table B-1, Table B-2
Cafeteria, Table H-1, Table H-2
Elder care fairs, Table F-1, Table F-2
Fitness center, Table B-1, Table B-2
Fitness classes, Table B-1, Table B-2
Haircuts, Table H-1, Table H-2
Lactation/mother’s room, Table F-1, Table F-2
Massage therapy services, Table B-1, Table B-2
Medical clinic, Table B-1, Table B-2
Nap room, Table B-1, Table B-2
Parenting seminars, Table F-1, Table F-2
Professional development opportunities, Table I-1, Table I-2
Sick room, Table B-1, Table B-2
Stress reduction program, Table B-1, Table B-2
Vaccinations, Table B-1, Table B-2, Table F-1, Table F-2
Vegetable garden, Table B-1, Table B-2
Organization-sponsored sports teams, Table H-1, Table H-2
P
Paid adoption leave, Table E-1, Table E-2
Paid airline club membership, Table K-1, Table K-2
Paid bereavement leave, Table E-1, Table E-2
Paid child care expenses while employees are on business travel, Table K-1, Table
K-2
Paid day off for employee’s birthday, Table E-1, Table E-2
Paid dry cleaning while on business travel, Table K-1, Table K-2
Paid family leave, Table E-1, Table E-2
Paid health club fees while on travel, Table K-1, Table K-2
Paid holidays, Table E-1, Table E-2
Paid Internet access while on travel, Table K-1, Table K-2
Paid jury duty above what is required by law, Table E-1, Table E-2
Paid maternity leave, Table E-1, Table E-2
Paid military leave, Table E-1, Table E-2
Paid minibar snacks at the hotel, Table K-1, Table K-2
Paid paternity leave, Table E-1, Table E-2
Paid pay-per-view movies at the hotel, Table K-1, Table K-2
Paid personal day(s), Table E-1, Table E-2
2013 Employee Benefits | 76
Paid pet care expenses while employees are on business travel, Table K-1, Table
K-2
Paid sick leave cash-out option, Table E-1, Table E-2
Paid sick leave donation program, Table E-1, Table E-2
Paid sick leave plan, Table E-1, Table E-2
Paid time off cash-out option, Table E-1, Table E-2
Paid time off donation program, Table E-1, Table E-2
Paid time off for volunteering, Table E-1, Table E-2
Paid time off plan, Table E-1, Table E-2
Paid time off to serve on the board of a community group or professional association, Table E-1, Table E-2
Paid travel expenses for dependent children, Table K-1, Table K-2
Paid travel expenses for opposite-sex domestic partner, Table K-1, Table K-2
Paid travel expenses for same-sex domestic partner, Table K-1, Table K-2
Paid travel expenses for spouse, Table K-1, Table K-2
Paid vacation cash-out option, Table E-1, Table E-2
Paid vacation leave donation program, Table E-1, Table E-2
Paid vacation plan, Table E-1, Table E-2
Parental leave
Above required federal FMLA leave, Table E-1, Table E-2
Above any state FMLA leave, Table E-1, Table E-2
Parking
On-site, Table D-1, Table D-2
Subsidy for, Table D-1, Table D-2
Paycards, Table H-1, Table H-2
Payroll advances, Table D-1, Table D-2
Per diem for meals, Table K-1, Table K-2
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account, Table C-1, Table C-2
Personal use of company-owned vehicles, Table D-1, Table D-2
Personal tax services, Table D-1, Table D-2
Pet health insurance, Table H-1, Table H-2
Pets at work, Table L-1, Table L-2
Pharmacy management program, Table A-1, Table A-2
Point of service (POS) plan, Table A-1, Table A-2
Postal services for employees, Table H-1, Table H-2
PPO. See Preferred provider organization
Preferred provider organization, Table A-1, Table A-2
Prepared take-home meals, Table H-1, Table H-2
Prescription drug program coverage, Table A-1, Table A-2
Preventive health and wellness benefits, Table B-1, Table B-2
77 | 2013 Employee Benefits
Preventive programs specifically targeting employees with chronic health conditions, Table B-1, Table B-2
Professional development opportunities, Table I-1, Table I-2
Professional license application or renewal fees, Table I-1, Table I-2
Professional memberships, Table I-1, Table I-2
Q
Qualified transportation spending account, Table D-1, Table D-2
R
Reimbursement for financial loss sustained from a home sale, Table J-1, Table
J-2
Reimbursement
Closing costs, Table J-1, Table J-2
Mileage, Table K-1, Table K-2
Personal telephone calls while on travel, Table K-1, Table K-2
Realtor fees, Table J-1, Table J-2
Shipping fees, Table J-1, Table J-2
Taxicab or car service to and from airport, Table K-1, Table K-2
Religious accommodation paid holidays, Table E-1, Table E-2
Relocation lump sum payment, Table J-1, Table J-2
Rental assistance, Table J-1, Table J-2
Rental car upgrades, Table K-1, Table K-2
Renter insurance program, Table J-1, Table J-2
Restricted stock options, Table D-1, Table D-2
Results-only work environment, Table G-1, Table G-2
Retention bonus
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Retiree health care coverage, Table A-1, Table A-2
Retirement-preparation advice, Table C-1, Table C-2
Retirement savings and planning benefits, Table C-1, Table C-2
Rewards or bonuses for completing certain health and wellness programs, Table
B-1, Table B-2
Roth 401(k) savings plan, Table C-1, Table C-2
ROWE. See Results-only work environment
S
Sabbatical program
Paid, Table E-1, Table E-2
Unpaid, Table E-1, Table E-2
SARs. See Stock appreciation rights
Seasonal scheduling, Table G-1, Table G-2
2013 Employee Benefits | 78
Self-defense training, Table H-1, Table H-2
SERP. See Supplemental executive retirement plan
Service anniversary award, Table D-1, Table D-2
Shift flexibility, Table G-1, Table G-2
Shift premiums, Table D-1, Table D-2
Short-term disability insurance, Table A-1, Table A-2
Sign-on bonus
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Smoking cessation program, Table B-1, Table B-2
Spot bonus, Table D-1, Table D-2
Spouse relocation employment assistance, Table J-1, Table J-2
Standing desk, Table B-1, Table B-2
Stock appreciation rights, Table D-1, Table D-2
Subsidized child care program, Table F-1, Table F-2
Subsidized cost of elder care, Table D-1, Table D-2
Supplemental accident insurance, Table A-1, Table A-2
Supplemental executive retirement plan, Table C-1, Table C-2
T
Take your child to work day, Table L-1, Table L-2
Take your parent to work day, Table L-1, Table L-2
Take your pet to work day, Table L-1, Table L-2
Telecommuting
Telecommuting on an ad-hoc basis, Table G-1, Table G-2
Telecommuting on a full-time basis, Table G-1, Table G-2
Telecommuting on a part-time basis, Table G-1, Table G-2
Temporary relocation benefits, Table J-1, Table J-2
Transit subsidy, Table D-1, Table D-2
Travel accident insurance, Table K-1, Table K-2
Travel planning services, Table H-1, Table H-2
24-hour nurse line, Table B-1, Table B-2
U
Undergraduate educational assistance, Table D-1, Table D-2
Unlimited paid sick time, Table E-1, Table E-2
Unlimited paid time off, Table E-1, Table E-2
Unlimited paid vacation time, Table E-1, Table E-2
V
Vacation purchase plan, Table E-1, Table E-2
Vacations. See Company-paid time off for group vacations; Paid vacation cash
out option; Paid vacation leave donation program; Paid vacation plan
79 | 2013 Employee Benefits
Vaccinations, on-site, Table B-1, Table B-2, Table F-1, Table F-2
Vegetable garden, on-site, Table B-1, Table B-2
Vending machine snacks and beverages, Table H-1, Table H-2
Vision insurance, Table A-1, Table A-2
W
Weight loss program, Table B-1, Table B-2
Wellness programs, Table B-1, Table B-2
Wellness publication, Table B-1, Table B-2
Wellness resources and information, Table B-1, Table B-2
Wholesale generic drug program for injectable drugs, Table A-1, Table A-2
2013 Employee Benefits | 80
Endnotes
1.
SHRM’s Health Care Resource Page is also a one-stop resource for more
information on this law, with all of the latest articles, stories, videos,
webcasts and advocacy efforts surrounding health care reform. Please visit
www.shrm.org/healthcare.
2.
Family and Work Institute & Society for Human Resource Management.
(2011). Workplace Flexibility in the United States: A Status Report. Retrieved
fromhttp://familiesandwork.org/site/research/reports/www_us_workflex.
pdf.
3.
To learn more about SHRM’s Workplace Flexibility Initiative, please visit
www.shrm.org/Advocacy/Issues/WorkplaceFlexibility.
4.
Society for Human Resource Management. (2012, November). 2012
Employee Job Satisfaction and Engagement: A research report by SHRM.
Alexandria, VA: Society for Human Resource Management.
5.
Health Affairs. (2010). Workplace Wellness Programs Can Generate
Savings. Retrieved March 1, 2012, fromhttp://content.healthaffairs.org/
content/29/2/304.abstract.
6.
U.S. Census Bureau. (2011). Commuting in the United States: 2009.
Retrieved from www.census.gov/prod/2011pubs/acs-15.pdf.
7.
Ibid.
8.
SHRM Human Capital Benchmarking Database (2012).
9.
HR professionals were asked to indicate whether their organizations offer a
paid time off plan OR a paid vacation plan, paid sick leave plan and/or paid
personal leave.
10.
Bureau of Labor Statistics. (2012). Families with own children: Employment
status of parents by age of youngest child and family type, 2010-2011 annual
averages. Retrieved from www.bls.gov/news.release/famee.t04.htm.
11.
National Alliance for Caregiving and AARP. (2009). Caregiving in the U.S.
Retrieved from www.caregiving.org/data/CaregivingUSAllAgesExecSum.
pdf.
12.
Society for Human Resource Management. (2012, November). 2012
Employee Job Satisfaction and Engagement: A research report by SHRM.
Alexandria, VA: Society for Human Resource Management.
13.
Families and Work Institute and the Society for Human Resource
Management. (2011). When Work Works. Alexandria, VA: Families and Work
Institute and the Society for Human Resource Management
81 | 2013 Employee Benefits
Additional SHRM Resources
Survey and Poll Findings
How are other organizations handling an HR issue that your organization is
facing? Get the information that you need to make informed decisions about
HR policies, practices and business strategies through SHRM’s survey and
poll findings. Data on new HR and business topics are released regularly at
www.shrm.org/surveys
Key research reports released annually include the Employee Job Satisfaction
and Engagement Research Report, which tracks year-to-year changes in aspects
of the work environment related to job satisfaction and employee engagement.
Employee perspectives about the importance of workplace factors to overall job
satisfaction are also assessed.
The Ongoing Impact of the Recession series examines topics such as recruiting
and skills gaps, organizational financial health and hiring, and global competition and hiring strategies. In addition to providing overall results for U.S.
organizations, results are broken out into eight industry-level reports.
Labor Market and Economic Data
Need data on what’s really happening in the job market? The monthly SHRM
Leading Indicators of National Employment (LINE) Employment Report covers
the service and manufacturing sectors on key areas for recruiting, including hiring expectations, month-to-month data on new-hire compensation changes and
the only published measure of recruiting difficulty of highly qualified candidates
for the most critical positions. www.shrm.org/line
The SHRM Jobs Outlook Survey (JOS) Report examines hiring and recruiting
trends twice annually in the United States. It is based on a survey of more than
400 public- and private-sector human resource professionals with a direct role
in the staffing decisions at their respective companies. www.shrm.org/jos
SHRM’s Metro Economic Outlook reports provide comprehensive analyses
of the economies of the largest metropolitan areas in the United States.
The reports include data from SHRM, the private sector and the government, as well as insights from experts in each metro area’s economy.
www.shrm.org/metrooutlook
2013 Employee Benefits | 82
Workplace Trends and Forecasting
Want to learn more about key trends affecting the workplace and the HR profession? The latest SHRM Workplace Forecast: The Top Workplace Trends According to HR Professionals report examines the trends in demographics, economics,
public policy, globalization and technology that HR professionals think will have
the biggest strategic impact on their organizations and the HR profession in the
years ahead. www.shrm.org/trends
Future Insights: Top Trends According to SHRM’s HR Subject Matter Expert
Panels Report highlights key HR-related topics and trends, as seen by subject
matter experts from SHRM’s Special Expertise Panels. www.shrm.org/trends
Customized Benchmarking Reports*
Need metrics? We have more than 500 benchmarks categorized by the
seven reports listed below and a database of 10,000 organizations. Customize the output for your report based on industry, employee size and more.
www.shrm.org/benchmarking
• Human Capital Benchmarking (our most popular report)
• Job Satisfaction and Employee Engagement Benchmarking
• Employee Benefits Prevalence Benchmarking
• Health Care Benchmarking
• Retirement and Welfare Benchmarking
• Families and Work Institute’s Workplace Effectiveness and Flexibility Benchmarking
• Paid Leave Benchmarking
Employee Engagement Survey Service*
How engaged are your employees? SHRM will help you find out through People
InSight, our job satisfaction and engagement survey service. Results are provided by individual department and overall employee population, and benchmarked
against overall norms, including industry and organization staff size, in SHRM’s
database of 10,000 employees. www.shrm.org/peopleinsight
Research Concierge Service*
Have a unique or complex HR research challenge—but lack the time, expertise
or resources to research it yourself? Let SHRM do the hard work—collecting,
analyzing and organizing the information you need to make smart, evidencebased decisions for your organization. www.shrm.org/researchconcierge
Customized Research Services*
What do HR professionals think? Access the world’s largest global community
of HR professionals for custom survey research projects. SHRM develops the
survey questions in conjunction with your organization; administers the survey
to a random sample of SHRM members, analyzes the data and prepares the
final results. Examples of recent projects include workplace wellness initiatives,
employee recognition programs, hiring veterans with disabilities, employee
benefits and diversity. www.shrm.org/customizedresearch
* Fee-based services
83 | 2013 Employee Benefits
Acknowledgments
Project leader
Shawn Fegley, researcher
SHRM project contributors
Alexander Alonso, Ph.D., SPHR, vice president,
SHRM Research
Evren Esen, manager, SHRM Survey Research Center
Mark Schmit, Ph.D., SPHR, executive director,
SHRM Foundation
Copy editing
Katya Scanlan, copy editor
Design
Terry Biddle, senior design specialist
This report is published by the Society for Human Resource
Management (SHRM). All content is for informational
purposes only and is not to be construed as a guaranteed
outcome. The Society for Human Resource Management
cannot accept responsibility for any errors or omissions or
any liability resulting from the use or misuse of any such
information.
© June 2013 Society for Human Resource Management. All
rights reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form
or by any means, electronic, mechanical, photocopying,
recording or otherwise, without the prior written permission of the Society for Human Resource Management.
SHRM members can download this research report and
many others free of charge at www.shrm.org/surveys. If you
are not a SHRM member and would like to become one,
please visit www.shrm.org/application.
Affordable Customized Benchmarking Reports
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Many internal and external issues have affected organizations - and their employee benefits programs - in recent years. Legislative changes, escalating costs, slashed HR budgets and an uneven economy are some of the factors organizations are dealing with today. This research has revealed organizations are continuing to make gradual changes and shifts to their benefits plans in the wake of these factors.
A Research Repor t by the Society for Human Resource Management (SHRM)
2013 Employee Benefits
An Overview of Employee Benefits Offerings in the U.S.
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13-0245
2013 Employee Benefits
A Research Report by the Society for Human Resource Management (SHRM)
Table of Contents
About This Research Report????????????????????????????????????????????????????????????????????????? 1
About SHRM????????????????????????????????????????????????????????????????????????????????????????????????? 1
A Message From Colonial Life??????????????????????????????????????????????????????????????????????2
Executive Summary??????????????????????????????????????????????????????????????????????????????????????3
Survey Results??????????????????????????????????????????????????????????????????????????????????????????????? 7
Health Care and Welfare Benefits?????????????????????????????????????????????????????????????????????????????8
Preventive Health and Wellness Benefits??????????????????????????????????????????????????????????????? 15
Retirement Savings and Planning Benefits????????????????????????????????????????????????????????????19
Financial and Compensation Benefits??????????????????????????????????????????????????????????????????? 23
Leave Benefits????????????????????????????????????????????????????????????????????????????????????????????????????????????? 29
Family-Friendly Benefits?????????????????????????????????????????????????????????????????????????????????????????? 34
Flexible Working Benefits???????????????????????????????????????????????????????????????????????????????????????? 38
Employee Programs and Services?????????????????????????????????????????????????????????????????????????? 42
Professional and Career Development Benefits??????????????????????????????????????????????????? 45
Housing and Relocation Benefits?????????????????????????????????????????????????????????????????????????????47
Business Travel Benefits??????????????????????????????????????????????????????????????????????????????????????????? 50
Other Benefits?????????????????????????????????????????????????????????????????????????????????????????????????????????????53
Employee Benefits in Today’s Business Environment??????????????????????????????????????????55
About the Research????????????????????????????????????????????????????????????????????????????????????? 57
Survey Demographics????????????????????????????????????????????????????????????????????????????????????????????????58
Survey Methodology???????????????????????????????????????????????????????????????????????????????????????????????????59
Appendix????????????????????????????????????????????????????????????????????????????????????????????????????? 61
Prevalence of Benefits (in Alphabetical Order)???????????????????????????????????????????????????? 62
Benefits Index????????????????????????????????????????????????????????????????????????????????????????????????????????????? 70
Endnotes????????????????????????????????????????????????????????????????????????????????????????????????????? 81
Additional SHRM Resources??????????????????????????????????????????????????????????????????????82
About This Research Report
The following report provides an analysis of the 2013 SHRM Employee Benefits
Survey results. In February 2013, the Society for Human Resource Management
(SHRM) conducted its annual survey to gather information on the types of
benefits employers offer to their employees. The survey instrument listed 299
benefits and asked human resource (HR) professionals to indicate whether they
offered these benefits. If the HR professional reported that his or her organization did not offer the benefit, the respondent was asked if there were plans to
offer the benefit in the next year.
The report is composed of 12 benefits sections: health care and welfare benefits,
preventive health and wellness benefits, retirement savings and planning
benefits, financial and compensation benefits, leave benefits, family-friendly
benefits, flexible working benefits, employee programs and services, professional
and career development benefits, housing and relocation benefits, business travel
benefits, and other benefits. Each section has two tables in the body of the report.
Table 1 displays the overall percentage of organizations that offer each benefit
and the percentage of organizations that do not offer the benefit now but have
plans to do so within the next 12 months. Table 2 illustrates the percentage of
organizations offering benefits on an annual basis over a period of five years.
A number of benefits have been added, changed or dropped from 2012 to 2013.
Forces driving the changes included SHRM’s own research of benefits trends, a
need for clarification of some represented benefits, member input, and external
research and resources. New or edited items are footnoted throughout the
report.
About SHRM
The Society for Human Resource Management (SHRM) is the world’s largest
association devoted to human resource management. Representing more than
260,000 members in over 140 countries, the Society serves the needs of HR
professionals and advances the interests of the HR profession. Founded in 1948,
SHRM has more than 575 affiliated chapters within the United States and
subsidiary offices in China, India and United Arab Emirates. Visit SHRM at
www.shrm.org.
1 | 2013 Employee Benefits
Colonial Life Brings Benefit Solutions
Colonial Life makes benefits count, for you and your
employees. We understand you need a benefits program
designed for you, and we realize the challenges you face:
• Rising health care costs
Our suite of proven benefit services can help employers
with today’s greatest benefit challenges:
• Cost management strategies to help you manage the
increasing costs of health insurance and your overall
benefits program.
• Tightening HR resources
• Timesaving HR and administrative services to help
• Complex benefits and administration
• Increasing competition to retain quality employees
simplify your enrollment process, as well as the day-today management of your voluntary benefits.
• A benefits communication and engagement system
Let’s face it. Being an employer today is not easy!
to help improve your employees’ understanding and
appreciation of the benefits you provide – to strengthen
employee morale and retention.
We Don’t Just Have Products
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voluntary benefits at the worksite in 1955, and we’ve grown
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Executive Summary
Employee Benefits Strategies Shift as
Organizations Balance Priorities
Many internal and external issues have affected organizations—and their
employee benefits programs—in recent years. Legislative changes, escalating
costs, slashed HR budgets and an uneven economy are some of the factors
organizations are dealing with today. This research has revealed organizations
are continuing to make gradual changes and shifts to their benefits plans in the
wake of these factors.
Below are some noteworthy findings from this research:
• Preventive health and wellness: Over the last five years, there has been an
increase in the number of organizations providing wellness-related initiatives
that offer incentives to employees.
• Retirement savings and planning benefits: Employer-sponsored retirement
plans continue to shift toward defined contribution retirement savings plans
and Roth 401(k) savings plans. There was also an increase in the number of
organizations offering one-on-one investment advice and specific retirementpreparation advice.
• Financial and compensation benefits: Employee referral bonuses have
gained in popularity over the last year.
• Leave benefits: Paid time off plans, which combine traditional vacation
time, sick leave and personal days into one comprehensive plan, continue to
gain in popularity. At the same time, the following benefits have become less
prevalent: floating holidays, paid personal days, paid vacation leave donation
programs and paid sick leave donation programs.
• Family-friendly benefits: On-site lactation/mother’s room and domestic
partner benefits for same-sex partners (not including health care) continue to
gain in popularity.
• Flexible working benefits: Flextime has remained stable in recent years.
• Health care and welfare: The percentage of organizations offering contraceptive coverage has increased considerably over the last year.
• Employee programs and services: With the exception of organizationsponsored sports teams, these benefits have remained relatively steady in
recent years.
2013 Employee Benefits | 4
• Professional and career development benefits: After gradual declines over
the last five years, the majority of these benefits appear to be trending upward
again.
• Housing and relocation benefits: Temporary relocation benefits continue to
decline in popularity.
• Business travel benefits: Business travel benefits have remained stable in
recent years.
Key Topics to Consider
Create a Strategy to Comply With the Patient
Protection and Affordable Care Act
HR professionals need to play an important role in designing their organization’s
strategy for complying with the numerous requirements of the Patient Protection
and Affordable Care Act (PPACA). This new law is extremely complex, and some
of its parts have already been executed, while others will be implemented over
the next several years. HR professionals will be relied upon to lead their organizations through this complex legislation.1
Promote Workplace Flexibility Initiatives
A recent report by the Families and Work Institute and SHRM revealed that
workplace flexibility provides employees with a positive impact on their work/
life experiences. These low-cost initiatives can lead to increased employee job
satisfaction, lower turnover and lower insurance costs.2 SHRM believes that
the United States must have a workplace flexibility policy that meets the needs
of both employers and employees. As opposed to a one-size-fits-all mandate on
all employers, we support a new approach that reflects diverse employee needs
and preferences, as well as differences among work environments, representation, industries and organizational size. This workplace flexibility policy should
support employees in balancing their work, family and personal obligations and,
at the same time, provide certainty, predictability and stability to employers. 3
Improve Employee Benefits Communication
According to SHRM’s job satisfaction and engagement research, employees
consistently ranked benefits among the top contributors to their job satisfaction.4
However, a disconnect exists between the dollar amount organizations spend on
benefits and the employees’ perceptions of the value of their benefits package. It
is important that HR professionals help employees fully understand all of their
options and the true value of their benefits package. Total compensation statements, benefits workshops, employee meetings and social networking tools are
examples of communication methods that organizations can use to help ensure
their benefits program is valued, understood and used by employees.
Obtain Feedback
An organization’s benefits program should be reviewed and assessed not only to
monitor associated costs and value but also to evaluate the competitiveness of
the program. A well-designed employee program is based on employee needs and
supports an organization’s ability to attract and retain employees. The majority
of HR professionals in this study reported that their organizations reviewed
their benefits programs at least once a year. Benchmarking tools, benefits needs
assessments and employee surveys are great tools HR professionals can use to
help their organizations customize their benefits programs to meet their needs
and to remain competitive.
5 | 2013 Employee Benefits
Survey Results
Health Care and Welfare Benefits
Table A-1 | Health Care and Welfare Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
98%
*
Dental insurance
96%
1%
Mail-order prescription program
90%
*
Mental health coverage
89%
1%
86%
*
Prescription drug program coverage
Preferred provider organization (PPO)
Accidental death and dismemberment insurance (AD&D)
83%
*
Vision insurance
82%
2%
Contraceptive coverage
82%
*
Chiropractic coverage
80%
*
Employee assistance program (EAP)
77%
2%
Long-term disability insurance B
77%
1%
A
Medical flexible spending accounts
72%
2%
Short-term disability insurance D
68%
1%
Supplemental accident insurance
50%
1%
42%
5%
C
Health savings accounts (HSAs)
Health care premium flexible spending account
38%
1%
Acupressure/acupuncture medical coverage
36%
1%
Infertility treatment coverage other than in vitro fertilization
34%
1%
Bariatric coverage for weight loss
34%
*
Health maintenance organization (HMO)
33%
*
Consumer-directed health care plan (CDHP)
31%
4%
Long-term care insurance
31%
1%
In vitro fertilization coverage
30%
1%
Critical illness insurance
29%
*
Laser-based vision correction coverage
27%
1%
Employer contributions to HSAs
26%
4%
E
F
Continued on next page
2013 Employee Benefits | 8
Table A-1 | Health Care and Welfare Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Retiree health care coverage
23%
1%
Hospital indemnity insurance
22%
1%
Wholesale generic drug program for injectable drugs
20%
1%
Intensive care insurance
20%
*
Health reimbursement arrangements (HRAs)
19%
1%
Point of service (POS) plan
19%
1%
17%
1%
G
Alternative/complementary medical coverage
Pharmacy management program
16%
*
Elective procedures coverage I
15%
*
Gender reassignment surgery coverage
8%
*
Exclusive provider organization (EPO)
7%
1%
Indemnity plan (fee-for-service)
7%
1%
Experimental/elective drug coverage
6%
*
Mini-med health plan
5%
0%
H
(n = 500-518)
*
Less than 1% but greater than 0%.
A
Does not pertain to employee-paid supplemental insurance.
B
Does not pertain to employee-paid supplemental insurance.
C
IRC Section 125.
D
Does not pertain to employee-paid supplemental insurance.
E
IRC Section 125 Cafeteria Plan allowing for premium conversion.
F
Provides funds to help cover extra expenses upon diagnosis of a critical illness or condition.
G
Provides funds to help cover the extra expenses for accidents or illness that results in an admission to a hospital intensive care unit.
H
Independent of medical plan management.
I
Any non emergency surgical procedure other than laser-based vision correction coverage.
Source: 2013 Employee Benefits: A Research Report by SHRM
Table A-1 lists a series of health care and welfare benefits. HR professionals reported if their organizations offered each benefit. If the benefit was not offered,
the respondents indicated whether their organizations planned to do so within
the next 12 months. To get a complete picture of benefits and coverage, respondents indicated whether any aspect of any organization-held plan included these
particular benefits.
Prescription Drug Coverage
The most commonly offered health care and welfare benefit was prescription
drug program coverage: 98% of organizations offered this benefit to their
employees. Ninety percent offered a mail-order prescription program, through
which employees can save money on medication by filling prescriptions through
licensed pharmacies and having them conveniently delivered through the mail at
a discounted rate. Other benefits related to prescription drug coverage included
wholesale generic drug programs for injectable drugs (20%) and pharmacy
management programs (16%).
9 | 2013 Employee Benefits
Health Insurance Programs
The most frequently offered type of health insurance was a preferred provider
organization (PPO) plan, offered by 86% of respondents’ organizations. These
plans offer a network of health care providers that patients must use or otherwise pay more for services from providers outside of the network. One-third
(33%) of organizations offered health maintenance organization (HMO) plans,
which require participants to choose a primary care physician from their network to coordinate all of the patient’s care. A point of service (POS) plan, offered
by 19% of organizations, is a unique managed care health insurance system that
combines attributes from both HMOs and PPOs.
Exclusive provider organizations (EPOs) are self-funded medical plans that
combine aspects of a PPO and an HMO. EPOs provide a certain level of benefits
if care is provided by a specific network of service providers; otherwise, no payment will be made. Overall, 7% of organizations offered this plan.
Indemnity, or fee-for-service, plans are thought of as more traditional health
care plans, which charge employees for each individual service and allow
employees complete choice in which providers they see. Only 7% of organizations
reported offering this type of plan.
Mini-med health plans are limited-benefit indemnity medical plans. They can
vary widely, but are typically distinguished by low premiums and low payment
caps. These plans usually appeal to organizations with high staff turnover or
many hourly and part-time workers. Only 5% of organizations reported offering
mini-med health plans.
Nineteen percent of organizations offered health reimbursement arrangements
(HRAs). These health care spending accounts are set up by the employer for
the employee, and the employer makes contributions to these accounts, which
employees can use for health care services. HRAs are similar to flexible spending
accounts, except that the funds roll over from year to year, allowing the employee
to accumulate funds over time.
Consumer-directed health care plans (CDHPs) generally include three major
components: an HRA or HSA, an underlying medical plan and access to
educational tools and information to help members navigate the plan. Almost
one-third (31%) of organizations reported offering a CDHP.
The vast majority of organizations (96%) offered dental insurance to employees,
and more than three-quarters (82%) offered vision insurance. These programs
may be offered either as part of or in addition to other health insurance plans.
Other forms of insurance offered by respondents’ organizations included mental
health coverage (89%), accidental death and dismemberment insurance (83%),
chiropractic coverage (80%), supplemental accident insurance (50%), long-term
care insurance (31%), critical illness insurance (29%), hospital indemnity insurance (22%) and intensive care insurance (20%).
Health Care for Employees and Their Dependents
Some health care and welfare benefits are intended to help employees manage
the costs associated with caring for their dependents. As family structures in our
society continue to change, organizations are expanding the relationships that
are qualified for certain benefits. Figure 1 illustrates the percentage of organizations that fully pay the costs of health care and those that share the costs of
health care for employees and their dependents.
2013 Employee Benefits | 10
Figure 1 | Health Care Coverage for Employees and Their
Dependents
13%
Full-time employees
Part-time employees
Spouses
Same-sex domestic partners
Opposite-sex domestic
partners
81%
5%
31%
5%
74%
2%
35%
2%
26%
6%
Dependent children
74%
1%
Dependent grandchildren
Nondependent children
Foster children
21%
1%
13%
3%
3%
Costs fully paid by organization
Costs shared by organization and employee
(n = 518)
Source: 2013 Employee Benefits: A Research Report by SHRM
Women’s Health
Some organizations offer health care and wellness benefits that focus on childbearing and fertility. The most commonly offered benefit was contraceptive
coverage (82%). In addition, 34% of organizations provided infertility treatment
coverage other than in vitro fertilization (IVF), and 30% specifically offered IVF
coverage.
11 | 2013 Employee Benefits
Health Savings Accounts
Health savings accounts (HSAs) were created by the Medicare bill in 2003
and are designed to help individuals save on a tax-free basis for future qualified medical and retiree health care costs. Forty-two percent of organizations
provided these accounts. Contributions to HSAs can be made by the employer,
the employee or both. Twenty-six percent of organizations made contributions to
these accounts.
Flexible Spending Accounts
Medical flexible spending accounts allow employees to deduct pretax dollars
from their paychecks to pay for health care services, such as co-payments, insurance deductibles and vision and dental expenses. These accounts offer organizations a way to help employees manage their health care costs. The maximum
amount each eligible employee may contribute to these accounts is determined
by the employer. Seventy percent of organizations offered medical flexible
spending accounts (IRC Section 125, for all expenses), and 38% reported offering
health care premium flexible spending accounts (IRC Section 125 Cafeteria Plan
allowing for premium conversion).
Disability
Long-term disability (offered by 77% of organizations) and short-term disability
(offered by 68% of organizations) provide income replacement for employees
whose illness or injury causes a longer absence from work. Short-term disability
usually starts after a one- to two-week absence, and long-term disability usually
goes into effect after six weeks to 12 weeks. While paid sick leave usually covers
an employee’s entire salary, short-term and long-term disability may cover only a
portion of the employee’s salary.
Mental and Emotional Health
Some organizations offer health and welfare benefits that are directed toward
employees’ mental and emotional well-being. An employee assistance program
(EAP) is a confidential counseling program designed to assist employees with
any problems that may distract them from their work. Over three-quarters (77%)
of organizations offered an EAP.
Other Health Care and Welfare Benefits
Some employers include nontraditional healing methods among their health and
welfare benefits. More than one-third (36%) of organizations offered acupressure/acupuncture medical coverage, 17% offered other alternative/complementary medical coverage, and 6% covered experimental or elective drug treatments.
Almost one-quarter of organizations (23%) offered health care coverage to
retirees. Other health care and welfare benefits included bariatric coverage for
procedures such as stomach stapling or gastric bypass surgery (34%), laser-based
vision correction coverage (27%), elective procedures coverage (any nonemergency surgical procedure other than laser-based vision correction) (15%)
and gender reassignment surgery coverage (8%).
Health Care and Welfare Benefits Over Time
Table A-2 shows the percentage of organizations offering specific health care
and welfare benefits from 2009 through 2013. Contraceptive coverage was the
only benefit offered by more organizations in 2013 than in 2012. The following
2013 Employee Benefits | 12
benefits were offered by more organizations in 2013 than in 2009: mental health
coverage, contraceptive coverage, supplemental accident insurance, health
savings accounts, acupressure/acupuncture medical coverage, laser-based vision
correction coverage, employer contributions to health savings accounts, and elective procedures coverage. The health care and welfare benefit offered by fewer
organizations in 2013 compared with 2009 was long-term care insurance.
Table A-2 | Health Care and Welfare Benefits (by Year)
2009
2010
2011
2012
2013
Prescription drug program coverage
96%
96%
96%
97%
98%
Dental insurance
96%
94%
94%
96%
96%
Mail-order prescription program
91%
91%
91%
91%
90%
Mental health coverage
80%
82%
82%
85%
89%
Preferred provider organization (PPO)
81%
85%
84%
83%
86%
Accidental death and dismemberment
insurance (AD&D)
78%
82%
80%
83%
83%
Vision insurance
76%
77%
76%
79%
82%
Contraceptive coverage
66%
68%
69%
73%
82%
Chiropractic insurance
80%
85%
83%
82%
80%
Employee assistance program (EAP)
75%
75%
75%
78%
77%
Long-term disability insurance
77%
76%
76%
80%
77%
Medical flexible spending accounts
71%
72%
73%
70%
72%
Short-term disability insurance
70%
71%
66%
68%
68%
Supplemental accident insurance
40%
44%
45%
48%
50%
Health savings accounts (HSAs)
32%
33%
35%
43%
42%
Health care premium flexible spending account
43%
43%
45%
44%
38%
Acupressure/acupuncture medical coverage
28%
31%
32%
36%
36%
Bariatric coverage for weight loss
29%
31%
36%
38%
34%
Infertility treatment coverage other than in vitro
fertilization
30%
30%
31%
33%
34%
Health maintenance organization (HMO)
35%
33%
33%
32%
33%
—
—
—
—
31%
Long-term care insurance
39%
31%
29%
28%
31%
In vitro fertilization coverage
23%
25%
25%
27%
30%
—
21%
22%
24%
29%
19%
19%
22%
24%
27%
Consumer-directed health care plan (CDHP)
Critical illness insurance
Laser-based vision correction coverage
Employer contributions to HSAs
15%
15%
20%
25%
26%
Retiree health care coverage
26%
25%
25%
24%
23%
Hospital indemnity insurance
23%
19%
21%
22%
22%
Wholesale generic drug program for injectable
drugs
17%
18%
16%
17%
20%
—
19%
21%
23%
20%
Health reimbursement arrangements (HRAs)
26%
25%
21%
22%
19%
Point of service (POS) plan
26%
21%
22%
23%
19%
Intensive care insurance
Continued on next page
13 | 2013 Employee Benefits
Differences
Between 2009
and 2013
Differences
Between 2012
and 2013
Table A-2 | Health Care and Welfare Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Alternative/complementary medical coverage
16%
14%
15%
15%
17%
Pharmacy management program
18%
15%
14%
18%
16%
Elective procedures coverage
5%
7%
11%
8%
15%
Gender reassignment surgery coverage
1%
2%
2%
5%
8%
Exclusive provider organization (EPO)
8%
9%
5%
8%
7%
Indemnity plan
7%
8%
8%
8%
7%
Experimental/elective drug coverage
3%
3%
5%
6%
6%
Mini-med health plan
—
—
1%
2%
5%
Differences
Between 2009
and 2013
Differences
Between 2012
and 2013
Note: An arrow in the last two columns indicate a statistically significant change in the benefit over time. Blank cells in the last two columns
indicate that no statistically significant differences were found. A dash (—) indicates that this particular benefit was not asked about.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 14
Preventive Health and Wellness Benefits
Table B-1 | Preventive Health and Wellness Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Wellness resources and information
77%
3%
Wellness programs
64%
2%
On-site seasonal flu vaccinations
61%
2%
Wellness publication A
59%
1%
55%
1%
24-hour nurse line
B
Health screening programs
50%
3%
CPR/first aid training
48%
3%
Health and lifestyle coaching D
48%
1%
C
Smoking cessation program
44%
6%
Rewards or bonuses for completing certain health and wellness programs
43%
2%
Health fairs
43%
*
Preventive programs specifically targeting employees with chronic health
conditions
42%
2%
Weight loss program
37%
2%
Fitness center membership subsidy/reimbursement
36%
3%
On-site fitness center
25%
2%
On-site/off-site fitness classes E
21%
3%
Health care premium discount for getting an annual health risk assessment
21%
1%
Nutritional counseling
19%
3%
Health care premium discount for not using tobacco products
19%
2%
On-site blood pressure machine
18%
1%
Health care premium discount for participating in a wellness program
17%
4%
Standing desk F
13%
1%
On-site stress reduction program
10%
3%
Health care premium discount for participating in a weight loss program
9%
2%
On-site massage therapy services
9%
2%
On-site sick room
9%
0%
Continued on next page
15 | 2013 Employee Benefits
Table B-1 | Preventive Health and Wellness Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
On-site medical clinic
8%
*
Fitness equipment subsidy/reimbursement
6%
1%
On-site nap room
6%
0%
On-site vegetable gardens
3%
*
(n = 504-518)
*
Less than 1% but greater than 0%.
A
For example, newsletter, column, etc.
B
Available to help employees make more informed health care decisions.
C
For example, glucose, cholesterol, etc.
D
Used to help employees change and better manage their health habits.
E
For example, yoga, aerobics, etc.
F
Provide or subsidize the cost of replacing a regular desk with a standing desk.
Source: 2013 Employee Benefits: A Research Report by SHRM
As the costs of health care continue to spiral upward, employees and employers
are searching for ways to keep these costs under control and as manageable as
possible. Preventive health and wellness benefits are designed to help maintain
or change employees’ behavior in order to achieve better health and decrease
the associated health risks. By preventing or lessening the incidence of health
conditions, organizations hope to save on long-term health costs. Overall, 77% of
organizations provided wellness resources and information, and 64% of organizations offered wellness programs.
According to a Health Affairs report on U.S. workplace disease-prevention and
wellness programs, for every dollar employers spent on wellness programs medical costs were reduced by $3.27 and absenteeism costs dropped $2.73.5
Preventable and Chronic Conditions
Obesity is a growing health concern in the United States. There are many health
problems associated with excess weight and other types of preventable and
chronic conditions. These conditions affect the health and well-being of employees and also have a significant economic impact on businesses. Organizations
are attempting to combat these issues with health and lifestyle coaching (48%),
weight loss programs (37%), subsidies or reimbursements for fitness center memberships (36%), on-site fitness centers (25%), fitness classes (21%), nutritional
counseling (19%), and fitness equipment subsidy/reimbursement (6%). Other
benefits that encourage a healthy lifestyle included smoking cessation programs
(44%), standing desks (13%) and stress reduction programs (10%).
Organizations offered additional benefits to help employees deal with preventable and chronic conditions, including on-site seasonal flu vaccinations
(61%), health screening programs for conditions such as high glucose or high
cholesterol (50%) and preventive programs specifically targeting employees with
chronic health conditions (42%).
Preventive Health and Wellness Incentives
Forty-three percent of organizations offered rewards or bonuses for completing certain health and wellness activities. Some organizations offer health
2013 Employee Benefits | 16
care discounts to employees for participating in health-related assessments or
programs: 21% of organizations provided health care premium discounts for
getting an annual health risk assessment, 19% provided a discount for not using
tobacco products, 17% offered discounts for participating in a wellness program,
and 9% provided health care premium discounts for participating in a weight
loss program.
Overall, 77% of organizations
provided wellness resources
and information, and 64%
of organizations offered
wellness programs.
Preventive Health and Wellness Resources
Preventive health and wellness resources help make employees aware of wellness
issues while providing them with important tools to live a healthy lifestyle. Fiftynine percent of organizations offered a wellness publication, and 43% hosted
health fairs.
Other Preventive Health and Wellness Benefits
Other types of preventive health and wellness benefits offered by organizations included a 24-hour nurse line (55%), CPR/first aid training (48%) and an
on-site blood pressure machine (18%). In addition, 9% of organizations offered
massage therapy services for employees at the office. Massage therapy can be a
great health maintenance tool that aids in stress reduction. This benefit may be
especially helpful for employees who work in a very stressful work environment.
Less commonly offered benefits included on-site sick rooms (9%), medical clinics
(8%), nap rooms (6%) and on-site vegetable gardens (3%).
Preventive Health and Wellness Benefits Over Time
Table B-2 shows the percentages of organizations that offered specific preventive
health and wellness benefits from 2009 through 2013. The only benefit offered
by more organizations in 2013 than in 2012 was preventive programs specifically
targeting employees with chronic health conditions. The preventive health and
wellness benefits offered by more organizations in 2013 than in 2009 included
health and lifestyle coaching, rewards or bonuses for completing certain health
and wellness programs, preventive programs specifically targeting employees
with chronic health conditions, on-site fitness classes, health care premium
discount for getting an annual health risk assessment, and health care premium
discount for participating in a wellness program.
Table B-2 | Preventive Health and Wellness Benefits (by Year)
Differences
2009 2010 2011 2012 2013 Between 2009
and 2013
Wellness resources and information
72%
75%
75%
77%
77%
Wellness programs
59%
59%
60%
61%
64%
—
68%
64%
61%
61%
On-site seasonal flu vaccinations
Wellness publication
—
—
56%
61%
59%
24-hour nurse line
50%
56%
53%
54%
55%
Health screening programs
38%
43%
42%
45%
50%
CPR training/first aid
53%
55%
53%
51%
48%
Health and lifestyle coaching
33%
33%
37%
45%
48%
Smoking cessation program
39%
39%
36%
39%
44%
Continued on next page
17 | 2013 Employee Benefits
Differences
Between 2012
and 2013
Table B-2 | Preventive Health and Wellness Benefits (by Year) (continued)
Differences
2009 2010 2011 2012 2013 Between 2009
and 2013
Rewards or bonuses for completing certain health and
wellness programs
23%
28%
31%
35%
43%
Health fairs
44%
42%
39%
38%
43%
Preventive programs specifically targeting employees
with chronic health conditions
30%
33%
33%
36%
42%
Weight loss program
30%
30%
30%
32%
37%
Fitness center membership subsidy/reimbursement
35%
33%
30%
32%
36%
On-site fitness center
21%
21%
24%
22%
25%
On-site fitness classes
12%
14%
16%
20%
21%
Health care premium discount for getting an annual
health risk assessment
10%
12%
14%
21%
21%
Nutritional counseling
19%
18%
17%
20%
19%
Health care premium discount for not using tobacco
products
8%
11%
12%
20%
19%
On-site blood pressure machine
18%
20%
20%
20%
18%
Health care premium discount for participating in a
wellness program
8%
9%
11%
15%
17%
Standing desk
—
—
—
—
13%
On-site stress reduction program
11%
10%
12%
11%
10%
Health care premium discount for participating in a
weight loss program
4%
4%
7%
9%
9%
On-site massage therapy services
12%
12%
11%
9%
9%
On-site sick room
8%
12%
12%
12%
9%
On-site medical clinic
5%
10%
9%
8%
8%
Fitness equipment subsidy/reimbursement
4%
5%
4%
4%
6%
On-site nap room
4%
5%
6%
6%
6%
On-site vegetable gardens
—
—
—
—
3%
Differences
Between 2012
and 2013
Note: An arrow in the last two columns indicate a statistically significant change in the benefit over time. Blank cells in the last two columns
indicate that no statistically significant differences were found. A dash (—) indicates that this particular benefit was not asked about.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 18
Retirement Savings and Planning Benefits
Table C-1 | Retirement Savings and Planning Benefits
Defined contribution retirement savings plan A
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
92%
1%
Defined contribution plan catch-up contributions
76%
*
Employer match for defined contribution retirement plan
73%
1%
Defined contribution savings plan hardship withdrawals
71%
1%
Defined contribution plan loans
64%
0%
B
C
Investment advice offered online
59%
1%
Individual investment advice offered one-on-one
53%
2%
Retirement-preparation advice E
43%
5%
D
Automatic enrollment into the defined contribution retirement plan
41%
3%
Investment advice offered in a group/classroom D
41%
2%
Roth 401(k) savings plan
38%
2%
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account
22%
1%
Automatic escalation of salary deferral for defined contribution plans
21%
1%
Defined benefit pension plan (open to all employees)
19%
0%
Defined benefit pension plan (frozen)
12%
0%
Supplemental executive retirement plan (SERP)
9%
*
Cash balance pension plan
6%
*
F
Formal phased retirement program
6%
*
Informal phased retirement program H
6%
0%
Defined contribution savings plan debit card
2%
0%
G
Continued on next page
19 | 2013 Employee Benefits
Table C-1 | Retirement Savings and Planning Benefits (continued)
(n = 512-518)
*
Less than 1% but greater than 0%.
A
401(k), 403(b) or similar type plan.
B
Permits participants who are age 50 or over to make additional elective deferral contributions at the end of the calendar year.
C
Allows participants to borrow from their retirement savings.
D
Any recommendation from a financial advisor that tries to educate, advise or guide an investor regarding a particular investment product
or series of products.
E
Any recommendation from a financial advisor that tries to educate, advise or guide an employee regarding retirement.
F
Frozen for current employees and/or not open to new hires.
G
A formal program that provides reduced schedule and/or responsibilities prior to full retirement.
H
An informal program that provides reduced schedule and/or responsibilities prior to full retirement.
Source: 2013 Employee Benefits: A Research Report by SHRM
Retirement and Financial Planning
Many organizations offer retirement plans to help employees plan for their
financial future. Overall, defined contribution retirement plans (92%) were the
most common type of plan offered, followed by Roth 401(k) savings plans (38%),
traditional defined benefit pension plans (19%) and cash balance pension plans
(6%). In addition, 9% offered supplemental executive retirement plans (SERPs).
SERPs are nonqualified plans that grant benefits above those covered in other
retirement plans that are authorized under the Employee Retirement Income
Security Act (ERISA); however, these plans are not required to be funded and
can be lost if the organization goes bankrupt.
In defined contribution plans, the employer states that it will contribute a fixed
amount, or no amount, to the employee’s individual account. The employee bears
the investment risk in these plans since the value of the account’s investments
may decrease over time. Seventy-three percent of organizations provided an
employer match on some or all of the employee’s contributions, and 64% of organizations offered defined contribution plan loans. These loans allow participants
to borrow from their retirement savings.
In addition, 76% offered catch-up contributions, 71% provided hardship withdrawals, 41% automatically enrolled employees into their defined contribution
plans unless employees actively opted out, 21% provided automatic escalation of
salary deferral for defined contribution plans, and 2% offered a defined contribution savings plan debit card.
The Roth 401(k) is a retirement savings plan that combines some aspects of both
the 401(k) and the Roth IRA. Under the Roth 401(k), employees can decide to
contribute funds on a post-tax elective deferral basis. Twenty-two percent of
organizations permitted conversion of funds in a traditional 401(k) account into
a Roth 401(k) account.
Offered by 19% of organizations, defined benefit pension plans, as their name
suggests, differ from defined contribution plans in that the employer promises
to pay a certain benefit upon the employee’s retirement. The benefit amount is
calculated based on factors such as age, earnings and length of service. Employers bear the investment risk in these plans because they are required to pay the
promised benefit regardless of the plan’s investment performance. Twelve percent of organizations reported their defined benefit pension plans were frozen,
making them unavailable to newly hired employees. Cash balance pension plans
(offered by 6% of organizations) are technically a type of a defined benefit plan,
2013 Employee Benefits | 20
though they look like a defined contribution plan in that employees have and can
see their individual account balances.
Organizations also offered financial planning benefits such as investment and
retirement preparation advice. Overall, 74% of organizations offered some form
of investment advice: 59% provided online investment advice, 53% offered
one-on-one investment advice, and 41% offered investment advice in a group/
classroom. Furthermore, 43% of organizations offered advice specific to retirement preparation. While these programs do not directly contribute to employees’
retirement savings, they can help employees plan for a financially sound retirement as well as other major life goals.
A phased retirement program provides a reduced schedule and/or responsibilities prior to full retirement. These programs provide older workers with a way
to ease into retirement while passing along institutional knowledge to others.
Overall, 10% of organizations offered some type of phased retirement: 6% offered a formal phased retirement program and 6% offered an informal program.
Retirement Savings and Planning Benefits Over Time
Table C-2 shows the percentages of organizations offering specific retirement
savings and planning benefits from 2009 through 2013. The only benefit offered
by more organizations in 2013 than in 2012 was individual investment advice
offered one-on-one. The following two benefits increased from 2009 to 2012:
individual investment advice offered one-on-one, retirement-preparation advice
and Roth 401(k) savings plan. The one retirement savings and planning benefit
offered by fewer organizations in 2013 compared with 2009 was defined benefit
pension plan (open to all employees).
Table C-2 | Retirement Savings and Planning Benefits (by Year)
Defined contribution retirement savings plan
Defined contribution plan catch-up contributions
Employer match for defined contribution retirement
plan
Defined contribution savings plan hardship withdrawals
Defined contribution plan loans
Investment advice offered online
2009
2010
2011
2012
2013
90%
92%
93%
92%
92%
—
—
—
—
76%
72%
72%
70%
68%
73%
—
—
—
—
71%
69%
69%
69%
66%
64%
—
—
—
55%
59%
Individual investment advice offered one-on-one
38%
40%
42%
44%
53%
Retirement-preparation advice
35%
39%
37%
39%
43%
Automatic enrollment into defined contribution
retirement plan
35%
39%
41%
39%
41%
Investment advice offered in a group/classroom
—
—
—
41%
41%
24%
28%
31%
34%
38%
Permit conversion of funds in traditional 401(k) account
into Roth 401(k) account
—
—
19%
19%
22%
Automatic escalation of salary deferral for defined
contribution plans
—
18%
15%
19%
21%
Roth 401(k) savings plan
Continued on next page
21 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table C-2 | Retirement Savings and Planning Benefits (by Year) (continued)
Defined benefit pension plan (open to all employees)
2009
2010
2011
2012
2013
29%
27%
22%
21%
19%
Defined benefit pension plan (frozen)
—
—
12%
12%
12%
Supplemental executive retirement plan (SERP)
8%
11%
11%
7%
9%
Cash balance pension plan
6%
9%
8%
6%
6%
Formal phased retirement program
6%
6%
5%
5%
6%
Informal phased retirement program
—
—
—
5%
6%
Defined contribution savings plan debit card
1%
2%
1%
2%
2%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 22
Financial and Compensation Benefits
Table D-1 | Financial and Compensation Benefits
On-site parking
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
87%
0%
Company-paid group life insurance
86%
*
Service anniversary award B
62%
3%
Undergraduate educational assistance
61%
1%
Graduate educational assistance
59%
1%
Business cell phone or smart phone for personal use
56%
0%
Incentive bonus plan (executive)
55%
1%
Life insurance for dependents
55%
0%
A
Employee referral bonus
47%
1%
Incentive bonus plan (nonexecutive)
45%
1%
Spot bonus
45%
1%
Automobile allowances for business use of personal vehicles
43%
*
Shift premiums
43%
*
Employee discounts on company services
40%
0%
Donations for participation in charitable events
35%
*
Credit union
31%
1%
Full flexible benefits plan D
31%
*
28%
*
C
Sign-on bonus (executive)
Financial advice offered one-on-one
25%
1%
Financial advice offered online E
24%
1%
Employee computer purchase discounts (not a loan)
24%
*
E
Personal use of company-owned vehicles
24%
*
Matching employee charitable contributions
22%
1%
Credit counseling service F
20%
1%
Financial advice offered in group/classroom
20%
1%
Sign-on bonus (nonexecutive)
19%
*
E
Continued on next page
23 | 2013 Employee Benefits
Table D-1 | Financial and Compensation Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Accelerated death benefits G
19%
0%
Payroll advances
19%
0%
Educational scholarships for members of employees’ families
17%
*
Retention bonus (executive)
17%
0%
Loans to employees for emergency/disaster assistance
14%
*
Qualified transportation spending account
13%
*
Retention bonus (nonexecutive)
13%
0%
Employee stock purchase plan
12%
*
Transit subsidy
12%
*
Automobile insurance program
11%
*
Incentive stock options (ISOs)
11%
0%
Parking subsidy
11%
0%
10%
0%
H
Restricted stock options
Nonqualified stock options
9%
0%
Low-/no-interest loans to employees for non-emergency situations
7%
0%
Free computers for employees’ personal use
6%
0%
Loans for employees to purchase personal computers
5%
0%
Carpooling subsidy
4%
*
Free or discounted home Internet service
4%
0%
Personal tax services
3%
*
Stock appreciation rights (SARs)
3%
0%
Subsidized cost of elder care
3%
0%
Educational loans for members of employees’ families
1%
0%
I
(n = 500-518)
*
Less than 1% but greater than 0%.
A
Does not pertain to employee-paid supplemental insurance.
B
Based on the number of years of employment.
C
Unscheduled bonus for going above and beyond in some capacity.
D
Ability to select from a variety of benefits.
E
Financial advice is defined as providing employees with information on how to manage their financial resources effectively for a
lifetime of financial well-being
F
Credit, debt consolidation, housing counseling, etc.
G
For terminal illnesses.
H
Separate from travel accident insurance.
I
NQSOs or NSOs.
Source: 2013 Employee Benefits: A Research Report by SHRM
Monetary Convenience Benefits
Many financial and compensation benefits aim to make monetary transactions
more convenient for employees. Almost one-third (31%) of organizations offered
membership in a credit union. Credit unions often offer lower interest rates and
fees than traditional banks or financial institutions. Fourteen percent offered
loans to employees for emergency or disaster assistance, while 7% offered low- or
no-interest loans for non-emergency situations. Finally, 19% of organizations
provided payroll advances.
2013 Employee Benefits | 24
Insurance
Eighty-six percent of organizations offered company-paid group life insurance,
55% offered life insurance for dependents, and 19% offered accelerated death
benefits for financial assistance in the case of a terminal illness.
Commuter Benefits
Some organizations offer benefits to offset the costs employees incur in commuting to and from the office. The U.S. Census Bureau estimates that 86% of U.S.
workers drive to work.6 Eighty-seven percent of organizations offered on-site
parking, 11% offered parking subsidies, and 43% reported providing automobile
allowance/expenses. Thirteen percent of organizations offered qualified transportation spending accounts—a specific type of flexible spending account that
deducts a portion of an employee’s pretax earnings to an account that reimburses
the employee for transportation expenses. The Census Bureau also reports that
10% of employees carpool to work and 5% take public transportation.7 According
to the survey results, some organizations offered benefits to encourage these employees by providing transit subsidies (12%) or carpooling subsidies (4%). These
benefits help reduce the number of vehicles on the road and the environmental
impact of commuting; they also may help lower stress levels of employees who
would otherwise spend a large amount of time in traffic during their daily commutes. The financial effects of rising gas prices may make transit and carpooling
subsidies more valued benefits in the future.
Finally, 24% offered personal use of company-owned vehicles, and 11% offered
an automobile insurance program to employees.
Educational Assistance
Some organizations provide educational assistance to the dependents of their
employees. As with career development benefits, educational assistance not only
helps the employee but also benefits the employer by developing a more educated
workforce. Sixty-one percent of organizations offered undergraduate educational
assistance, and 59% offered graduate educational assistance. A recent SHRM
study revealed the maximum reimbursement allowed for tuition/education
expenses is, on average, $4,980.8
Seventeen percent of organizations provided educational scholarships to members of employees’ families, and 1% offered educational loans for members of
employees’ families.
Monetary Bonuses
Many organizations supplement employees’ base pay with some type of monetary
bonuses. The most commonly offered type of bonus was an incentive bonus
plan, wherein the organization lays out criteria that, if met, result in additional
compensation for employees. Fifty-five percent of organizations offered this type
of plan to executive employees and 45% offered it to nonexecutive employees.
Incentive bonus plans can promote high performance because the bonus amount
is usually tied directly to company or individual performance.
Forty-seven percent of organizations offered employee referral bonuses to
encourage current employees to refer others to the organization. Referral
bonuses can both expand the applicant pool and potentially reduce recruiting
costs, and they tend to be one of the most effective recruiting strategies available
to organizations.
25 | 2013 Employee Benefits
More than one-quarter (28%) of organizations offered sign-on bonuses to
executive-level employees, and 19% offered these bonuses to nonexecutive
employees. Employees receive sign-on bonuses when they agree to join the
organization. This bonus usually must be returned if the employee leaves the
organization within a certain time frame, and therefore sign-on bonuses help
both recruitment and retention.
In addition, 17% of organizations offered specific retention bonuses to executivelevel employees, and 13% offered them to nonexecutive employees. These
bonuses usually reward an employee for agreeing to stay with the organization
through a particular project or period of time. Finally, 62% offered service
anniversary awards, and 45% offered spot bonuses, or unscheduled bonuses for
exceptional performance.
Supplemental Compensation
In addition to bonuses, organizations offered a number of other types of supplemental compensation. Forty-three percent of organizations offered shift premiums to workers who worked outside of the traditional 9-to-5 office hours.
Twelve percent of organizations offered employee stock purchase plans, allowing
employees to purchase shares of company stock, often at a discount or through
a direct deduction from their paychecks. In addition, 11% offered incentive
stock options, 10% provided restricted options, 9% provided nonqualified stock
options, and 3% offered stock appreciation rights.
Financial/Investment Advice
Some employers offer employees access to financial or investment training designed to educate employees about personal finance. This training could include
helping employees manage their assets, understanding basic financial concepts,
and income planning for college savings and debt management. Twenty-five
percent of organizations offered one-on-one financial advice, 24% offered online
advice and 20% offered in-group or classroom financial advice.
Technology Discounts
Many organizations offer free or discounted technological services or devices for
employee use. For example, 56% offered a business cell phone or smart phone to
employees for personal use.
Organizations are also offering benefits that help employees manage the
associated costs of technology. According to the survey respondents, these
benefits included employee computer purchase assistance or discounts (24%),
free computers for personal use (6%), loans for employees to purchase personal
computers (5%), and free or discounted Internet service (4%).
Other Financial Benefits
Other financial benefits organizations provided were employee discounts on
company services (40%), donation for participating in charitable events (35%),
full flexible benefits plans (31%), matching employee charitable contributions
(22%), credit counseling services (20%), personal tax services (3%) and subsidized cost of elder care (3%).
2013 Employee Benefits | 26
Financial and Compensation Benefits Over Time
Table D-2 shows the percentages of organizations that offered financial and
compensation benefits from 2009 through 2013. The only financial and compensation benefit offered by fewer organizations in 2013 than in 2009 was automobile allowances for business use of personal vehicles. The only benefit offered by
more organizations in 2013 than in 2012 was employee referral bonus.
Table D-2 | Financial and Compensation Benefits (by Year)
2009
2010
2011
2012
2013
On-site parking
90%
90%
87%
87%
87%
Company-paid group life insurance
91%
87%
85%
84%
86%
Service anniversary award
—
—
54%
59%
62%
Undergraduate educational assistance
63%
62%
58%
61%
61%
Graduate educational assistance
59%
56%
54%
58%
59%
Business cell phone or smart phone for personal use
62%
62%
56%
55%
56%
Incentive bonus plan (executive)
50%
54%
50%
50%
55%
Life insurance for dependents
58%
58%
55%
55%
55%
Employee referral bonus
52%
41%
40%
38%
47%
Incentive bonus plan (nonexecutive)
45%
46%
43%
41%
45%
Spot bonus
38%
30%
34%
38%
45%
Automobile allowances for business use of personal
vehicles
51%
49%
46%
42%
43%
Shift premium
38%
41%
36%
38%
43%
Employee discount on company services
38%
38%
32%
33%
40%
Donations for participation in charitable events
32%
34%
31%
32%
35%
Credit union
36%
36%
32%
33%
31%
Full flexible benefits plan
28%
30%
32%
31%
31%
Sign-on bonus (executive)
27%
26%
24%
23%
28%
Financial advice offered one-on-one
—
—
30%
28%
25%
Financial advice offered online
—
—
22%
24%
24%
Employee computer purchase discounts (not a loan)
29%
26%
22%
22%
24%
Personal use of company-owned vehicles
27%
23%
22%
23%
24%
Matching employee charitable contributions
19%
23%
20%
18%
22%
Credit counseling service
10%
16%
18%
21%
20%
—
—
24%
22%
20%
Financial advice offered in group/classroom
Sign-on bonus (nonexecutive)
21%
16%
16%
15%
19%
Accelerated death benefits
23%
25%
23%
20%
19%
Payroll advances
18%
19%
21%
20%
19%
Educational scholarships for members of employees’
families
17%
17%
15%
17%
17%
Retention bonus (executive)
11%
14%
13%
13%
17%
Loans to employees for emergency/disaster assistance
19%
18%
15%
19%
14%
Continued on next page
27 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table D-2 | Financial and Compensation Benefits (by Year) (continued)
2009
2010
Qualified transportation spending account
13%
12%
8%
9%
13%
Retention bonus (nonexecutive)
10%
11%
11%
10%
13%
Employee stock purchase plan
15%
12%
10%
10%
12%
Transit subsidy
13%
11%
12%
13%
12%
Automobile insurance program
14%
10%
10%
10%
11%
—
10%
9%
8%
11%
10%
7%
8%
8%
11%
Incentive stock options (ISOs)
Parking subsidy
2011
2012
2013
Restricted stock options
—
—
8%
9%
10%
Nonqualified stock options
—
6%
7%
7%
9%
Low-/no-interest loans to employees for nonemergency situations
10%
7%
9%
9%
7%
Free computers for employees’ personal use
5%
5%
5%
5%
6%
Loans for employees to purchase personal computers
5%
7%
7%
5%
5%
Carpooling subsidy
6%
5%
4%
4%
4%
Free or discounted home Internet service
6%
3%
3%
3%
4%
Personal tax services
3%
2%
3%
2%
3%
Stock appreciation rights (SARs)
—
—
3%
3%
3%
Subsidized cost of elder care
3%
3%
1%
2%
3%
Educational loans for members of employees’ families
2%
3%
2%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 28
Leave Benefits
Table E-1 | Leave Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
97%
0%
Paid bereavement leave
87%
*
Paid jury duty above what is required by law
66%
*
Paid time off plan
52%
*
Paid vacation plan
41%
*
Floating holidays
38%
*
Paid sick leave plan
34%
*
Family leave above required federal FMLA leave
26%
*
Paid military leave
24%
*
Family leave above any state FMLA leave
23%
*
Paid personal day(s)
22%
*
Paid holidays
A
B
C
Parental leave above federal FMLA leave
21%
*
Paid family leave
21%
0%
Paid time off for volunteering
20%
1%
Paid time off cash-out option
19%
*
Paid time off to serve on the board of a community group or professional
association
18%
1%
Parental leave above any state FMLA leave
18%
*
Religious accommodation paid holidays
16%
1%
Paid adoption leave
16%
*
16%
*
Paid maternity leave
16%
0%
Paid paternity leave
15%
1%
Paid time off donation program
15%
1%
Elder care leave above federal FMLA leave
14%
*
Elder care leave above any state FMLA leave
13%
*
Paid vacation cash-out option
9%
0%
D
Unpaid sabbatical program
E
F
Continued on next page
29 | 2013 Employee Benefits
Table E-1 | Leave Benefits (continued)
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Paid day off for employee’s birthday
8%
*
Paid vacation leave donation program F
7%
1%
Emergency flexibility G
6%
*
Paid sick leave donation program
6%
*
Vacation purchase plan H
5%
*
Paid sabbatical program
4%
0%
Paid sick leave cash-out option
4%
0%
Unlimited paid sick time
3%
0%
Company-paid time off for group vacations
2%
0%
Unlimited paid vacation time
1%
*
Unlimited paid time off
1%
0%
F
(n = 507-518)
*
Less than 1% but greater than 0%.
A
Sick, vacation and personal days all in one plan.
B
Other than personal days.
C
Beyond what may be required by law.
D
Paid days off for religious holidays not offered by employer.
E
Other than what is covered by short-term disability or state law.
F
Allows employees to donate leave to another employee.
G
Fixed number of days off with pay for emergencies.
H
Payroll deduction.
Source: 2013 Employee Benefits: A Research Report by SHRM
Vacation Leave
A vast majority (93%) of organizations provided some form of paid vacation leave
to their full-time employees: 52% offered paid vacation leave through a paid time
off (PTO) plan and 41% through a stand-alone paid vacation plan.9
Paid Time Off Plans
A paid time off (PTO) plan combines traditional vacation time, sick leave and
personal days into one comprehensive plan. Under this plan, employees have
more freedom and flexibility in managing their leave. Overall, 52% reported
offering this type of plan. Among those with a PTO plan, 19% offered a cash-out
option, and 15% offered a donation program, wherein employees donate PTO to
a general pool that can then be used by other workers. In addition, 1% provided
their employees with unlimited PTO.
Paid Vacation Plans
Nine percent of organizations offered a paid vacation cash-out option, and 7%
indicated that their organizations offered a paid vacation leave donation program, wherein employees donate vacation leave to a general pool that can then
be used by other workers. Five percent reported offering a vacation purchase
plan, which allows employees to “buy” additional vacation days through a payroll
deduction. In addition, one percent provided their employees with unlimited
paid vacation time.
2013 Employee Benefits | 30
Paid Personal Leave
Paid personal leave provides employees with paid leave to use as they see fit.
Personal days may be used by employees for instances such as birthdays, religious purposes and mental health days. By offering this benefit, organizations
recognize the need for employees to take time off for reasons other than illness
or vacation. Twenty-two percent of organizations offered paid personal leave
separate from paid vacation and paid sick leave plans (paid time off plans include
personal days).
Paid Holidays
Organizations in the United States observe a variety of federal, local, state and
religious holidays throughout the year. Overall, 97% of organizations reported
providing paid holidays.
Some companies, in lieu of structuring their holiday calendar around specific
religious holidays, encourage their employees to observe days of religious or
other special significance through floating holidays or provide religious accommodations paid holidays. Overall, 38% of offered paid floating holidays and 16%
provided religious accommodations paid holidays.
Paid Sick Leave
Organizations offer a variety of leave benefits to employees who must miss work
due to illness. These benefits protect employees against the loss of income during
short-term absences from the workplace. Overall, 86% of organizations provided
some form of paid sick leave to employees: 52% offered paid sick leave through a
paid time off plan and 34% through a stand-alone sick leave plan. Six percent of
organizations offered a paid sick leave donation program, which allows employees to donate sick leave to a general pool where the donated leave can be used
by workers who have exhausted their own sick leave. In addition, 4% provided a
paid sick leave cash-out option and 3% provided unlimited paid sick time.
Family and Medical Leave Act (FMLA)
The federal Family and Medical Leave Act (FMLA) of 1993 guarantees eligible
employees 12 weeks of unpaid job-protected leave during any 12-month period
for an employee’s serious medical condition or to care for a parent, spouse or
child. During this leave, the employee retains his or her benefits. Some states
have further FMLA employer requirements as well. Federal law does not require
FMLA leave to be paid, but 21% of organizations did offer paid family leave.
Twenty-six percent of organizations offered family leave above required federal
FMLA, and 23% provided family leave above any state FMLA. In addition, 21%
reported offering parental leave above federal and state FMLA, 18% reported
offering parental leave above state FMLA, 14% offered elder care leave above
federal FMLA, and 13% provided elder care leave above state FMLA.
Leave for New Parents
There are specific paid leave benefits available to new parents. Sixteen percent of
organizations offered paid maternity leave (other than what is covered by shortterm disability or state law), and 15% provided paid paternity leave. In addition,
16% offered paid adoption leave.
31 | 2013 Employee Benefits
Bereavement Leave
Bereavement leave allows an employee to receive paid leave because of the
death of a close relative, friend or associate. Bereavement leave is separate from
leave available from paid time off, vacation, sick and personal leave plans. The
availability and amount of paid bereavement leave available to an employee may
vary depending upon individual circumstances such as distance to a funeral,
responsibility for funeral and estate arrangements, or the relationship between
the employee and the deceased. Eighty-seven percent reported offering paid
bereavement leave.
Military Leave
As U.S. military activities abroad continue, organizations are accommodating
employees who are away from the office on active duty. Twenty-four percent
offered paid military leave beyond what may be required by law (a small number
of states have paid military leave requirements).
Other Leave Benefits
Other types of leave offered by organizations included paid jury duty above what
is required by law (66%), paid time off for volunteering (20%), paid time off to
serve on the board of a community group or professional association (18%), unpaid sabbatical programs (16%), a paid day off for the employee’s birthday (8%),
emergency flexibility (fixed number of days off with pay for emergencies) (6%),
paid sabbatical programs (4%) and company-paid time off for group vacations
(2%).
Leave Benefits Over Time
Table E-2 shows the percentages of organizations offering leave benefits from
2009 through 2013. There were no significant changes in these benefits from
2012 to 2013. The leave benefit offered by more organizations in 2013 compared
with 2009 was paid time off plan. The following benefits were offered by fewer
organizations in 2013 than in 2009: floating holidays, paid personal days, paid
vacation leave donation program and paid sick leave donation program.
Table E-2 | Leave Benefits (by Year)
2009
2010
2011
2012
2013
Paid holidays
97%
97%
97%
97%
97%
Paid bereavement leave
90%
89%
90%
89%
87%
Paid jury duty above what is required by law
62%
68%
68%
69%
66%
Paid time off plan
42%
47%
48%
51%
52%
Paid vacation plan
47%
44%
44%
43%
41%
Floating holidays
45%
43%
42%
40%
38%
Paid sick leave plan
39%
36%
37%
33%
34%
Family leave above required federal FMLA leave
22%
20%
21%
22%
26%
Paid military leave
24%
22%
24%
19%
24%
Family leave above any state FMLA leave
20%
19%
18%
18%
23%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 32
Table E-2 | Leave Benefits (by Year) (continued)
2009
2010
Paid personal days
31%
29%
Parental leave above federal FMLA leave
17%
17%
Paid family leave
25%
24%
Paid time off for volunteering
15%
Paid time off cash-out option
—
Paid time off to serve on the board of a community
group or professional association
—
2012
2013
26%
26%
22%
18%
18%
21%
25%
24%
21%
17%
19%
19%
20%
19%
17%
18%
19%
20%
20%
21%
18%
15%
17%
17%
16%
18%
—
—
—
—
16%
Paid adoption leave
15%
16%
16%
17%
16%
Unpaid sabbatical program
12%
16%
15%
15%
16%
Paid maternity leave
14%
17%
16%
16%
16%
Paid paternity leave
15%
17%
16%
16%
15%
Parental leave above any state FMLA leave
Religious accommodation paid holidays
Paid time off donation program
2011
—
15%
14%
16%
15%
Elder care leave above federal FMLA leave
11%
11%
11%
10%
14%
Elder care leave above any state FMLA leave
11%
11%
11%
10%
13%
—
18%
16%
13%
9%
Paid day off for employee’s birthday
8%
10%
9%
8%
8%
Paid vacation leave donation program
20%
17%
15%
12%
7%
Emergency flexibility (fixed number of days off with pay
for emergencies)
6%
7%
7%
7%
6%
Paid sick leave donation program
16%
11%
7%
6%
6%
Vacation purchase plan
8%
5%
7%
7%
5%
Paid sabbatical program
5%
4%
4%
5%
4%
Paid sick leave cash-out option
—
7%
6%
5%
4%
Unlimited paid sick time
—
—
—
2%
3%
Company-paid time off for group vacations
1%
2%
2%
2%
Unlimited paid vacation time
—
—
—
1%
1%
Unlimited paid time off
—
—
—
1%
1%
Paid vacation cash-out option
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
33 | 2013 Employee Benefits
Family-Friendly Benefits
Table F-1 | Family-Friendly Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Dependent care flexible spending account
71%
1%
On-site lactation/mother’s room
34%
*
Bring child to work in emergency
26%
0%
24%
*
20%
*
A
Domestic partner benefits for same-sex partners B
Domestic partner benefits for opposite-sex partners
B
529 plan
14%
1%
Child care referral service D
12%
0%
Adoption assistance
11%
C
Elder care referral service
8%
0%
Lactation support services E
8%
0%
4%
0%
D
Access to backup child care services
F
Subsidized child care program
4%
0%
Nonsubsidized child care center H
3%
0%
Subsidized child care center
3%
0%
2%
1%
G
H
Foster care assistance
Access to backup elder care services
2%
0%
Babies at work I
2%
0%
2%
0%
On-site elder care fairs
2%
0%
On-site parenting seminars
2%
0%
Elder care assisted living assessments
1%
*
F
Geriatric counseling J
K
Elder care in-home assessments
1%
*
Consortium child care center M
1%
0%
On-ramping programs for family members dealing with elder care issues
1%
0%
On-ramping programs for parents re-entering the workforce
1%
0%
On-site vaccinations for infants/children
1%
0%
L
Continued on next page
2013 Employee Benefits | 34
Table F-1 | Family-Friendly Benefits (continued)
(n = 504-511)
*
Less than 1% but greater than 0%.
A
A separate room that goes above and beyond the PPACA law requiring that employees be “shielded from view” and “free from intrusion”
during their break.
B
Not including health care coverage (e.g., wellness benefits, paid leave, retirement savings and planning benefits, financial and
compensation benefits, professional and career development benefits, etc.).
C
Tax-advantaged savings plan designed to encourage saving for future college costs.
D
Program that provides employees with the names of providers (separate from or part of an EAP).
E
Lactation consulting and education.
F
For an unexpected event.
G
Other than flexible spending accounts.
H
An on-site or near-site center.
I
Children under one year of age are allowed to come to work with a parent on a regular basis.
J
Counseling services to seniors and their families.
K
Provides an opportunity for employees to speak directly with elder care experts about the many types of elder care services.
L
Provides families with appraisals to determine care needs.
M
An on-site or near-site center sharing the costs and responsibilities with several organizations.
Source: 2013 Employee Benefits: A Research Report by SHRM
Dependent Care Flexible Spending Accounts
Dependent care flexible spending accounts allow employees to set aside pretax
dollars that can later be reimbursed for dependent care expenses. These accounts
are popular with employees since the tax benefit offsets some of the expenses
of dependent care. Almost three-quarters (71%) of organizations offered this
benefit.
Dependent Care Educational Assistance
Some organizations provide educational assistance to the dependents of their
employees. Fourteen percent of organizations provided 529 plans, which are taxadvantaged savings plans designed to encourage saving for future college costs.
Domestic Partner Benefits
Twenty-four percent of organizations offered same-sex domestic partner benefits (excluding health care), and 20% provided opposite-sex domestic partner
benefits (excluding health care).
Child Care Benefits
With the majority of single-parent families having a parent in the workforce and
59% of two-parent families with both parents employed,10 child care benefits are
an important recruiting and job satisfaction driver for working parents. Twentysix percent of organizations allowed employees to bring their children to work in
a child care emergency, 12% offered a child care referral service, and 2% allowed
parents to bring their babies to work on a regular basis.
These types of benefits, which help the employee at a minimal cost to the
organization, were more commonly offered than costlier benefits such as access
to backup child care services (4%), subsidized child care program (4%), nonsubsidized child care center (3%), subsidized child care center (3%), and consortium
child care center (1%), which is a center sharing the costs and responsibilities
with several organizations.
35 | 2013 Employee Benefits
Adoption and Foster Care Assistance
According to responding HR professionals, 11% of organizations offered adoption assistance and 2% provided foster care assistance to their employees.
Elder Care Benefits
According to a national research study, 48.9 million people in the U.S. serve
as unpaid family caregivers to an adult.11 Many of these individuals are part of
the “sandwich” generation—caring for both children and the elderly members
of their family. Dependent care flexible spending accounts can be used to offset
the cost of both child care and elder care, and some organizations offered elder
care options similar to child care benefits. Again, the most frequently offered
benefit of this type was an elder care referral service, which 8% of organizations made available to employees. Less commonly offered elder care benefits
included access to backup elder care services in the case of an unexpected event
(2%), geriatric counseling (2%), on-site elder care fairs (2%), elder care assisted
living assessments (1%), elder care in-home assessments (1%), and on-ramping
programs for family members dealing with elder care issues (1%).
Other Family-Friendly Benefits
In addition to child care benefits, elder care benefits, adoption assistance and
foster care assistance, organizations offered a number of other benefits that
pertained to employees’ dependents. Overall, 34% of organizations had an onsite lactation/mother’s room, and 8% provided lactation support services. Other
family-friendly benefits included on-site parenting seminars (2%), on-ramping
programs for parents re-entering the workforce (1%) and on-site vaccinations for
infants/children (1%).
Family-Friendly Benefits Over Time
Table F-2 depicts the percentages of organizations offering family-friendly
benefits from 2009 through 2013. The only benefit offered by more organizations
in 2013 than in 2012 was domestic partner benefits for same-sex partners (not
including health care coverage). The following two benefits increased from 2009
to 2012: on-site lactation/mother’s room and domestic partner benefits for samesex partners (not including health care coverage).
Table F-2 | Family-Friendly Benefits (by Year)
2009
2010
2011
2012
2013
Dependent care flexible spending account
70%
72%
73%
72%
71%
On-site lactation/mother’s room
25%
28%
28%
30%
34%
Bring child to work in emergency
29%
30%
33%
32%
26%
Domestic partner benefits for same-sex partners (not
including health care coverage)
14%
15%
14%
15%
24%
Domestic partner benefits for opposite-sex partners
(not including health care coverage)
14%
13%
14%
15%
20%
529 plan
14%
13%
12%
14%
14%
Child care referral service
13%
17%
17%
17%
12%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 36
Table F-2 | Family-Friendly Benefits (by Year)
2009
2010
2011
2012
2013
Adoption assistance
10%
9%
8%
9%
11%
Elder care referral service
11%
11%
9%
10%
8%
Lactation support services
5%
4%
5%
6%
8%
Access to backup child care services
5%
4%
3%
3%
4%
Subsidized child care program
—
—
—
4%
4%
Nonsubsidized child care center
2%
3%
4%
4%
3%
Subsidized child care center
3%
4%
4%
4%
3%
Foster care assistance
2%
1%
1%
2%
2%
Access to backup elder care services
1%
2%
2%
1%
2%
Babies at work
—
1%
1%
1%
2%
Geriatric counseling
2%
4%
2%
3%
2%
On-site elder care fairs
1%
1%
1%
2%
2%
On-site parenting seminars
2%
3%
4%
5%
2%
Elder care assisted living assessments
1%
1%
1%
2%
1%
Elder care in-home assessments
1%
1%
1%
2%
1%
Consortium child care center
1%
1%
1%
1%
1%
On-ramping programs for family members dealing with
elder care issues
—
—
1%
1%
1%
On-ramping programs for parents re-entering the
workforce
—
—
1%
1%
1%
On-site vaccinations for infants/children
3%
5%
3%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
37 | 2013 Employee Benefits
Flexible Working Benefits
Table G-1 | Flexible Working Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Casual dress day (one day per week)
60%
0%
Telecommuting
58%
4%
Flextime A
53%
*
Flextime during core business hours
51%
*
Telecommuting on an ad-hoc basis
45%
1%
Break arrangements
39%
0%
Mealtime flex E
37%
0%
Telecommuting on a part-time basis
36%
2%
B
C
D
Compressed workweek
35%
1%
Casual dress (every day)
34%
0%
Flextime outside of core business hours G
26%
1%
Casual dress (seasonal)
23%
0%
Telecommuting on a full-time basis
20%
2%
Shift flexibility
19%
*
Seasonal scheduling
19%
0%
Job sharing
10%
1%
Alternating location arrangements L
4%
0%
Results-only work environment (ROWE) M
4%
0%
F
H
I
J
K
Continued on next page
2013 Employee Benefits | 38
Table G-1 | Flexible Working Benefits (continued)
(n = 504-518)
*
Less than 1% but greater than 0%.
A
Allowing employees to choose their work hours within limits established by the employer.
B
Allowing employees to choose their work hours during core business hours.
C
Situations that may occur intermittently throughout the year or as a one-time event.
D
Provides employees more flexibility over when they take breaks.
E
Making up time at some point during the day as a result of a longer meal break or allowing employees to leave early as a result of a shorter
meal break.
F
Allowing full-time employees to work longer days for part of the week or pay period in exchange for shorter days or a day off each week or
pay period.
G
Allowing employees to choose their work hours within limits outside of core business hours.
H
Allowing casual dress for extended periods during the year (e.g., summer months, holidays, etc.).
I
Allowing employees to coordinate with co-workers to adjust their schedules by trading, dropping or picking up shifts.
J
Employees work only a certain number of months per year.
K
Two or more employees share the responsibilities, accountability and compensation of one full-time job.
L
Employees work part-year in one location and part-year in a second location (e.g., “snowbirds”).
M
Allowing employees to work wherever and whenever they wish as long as projects are completed on a timely basis.
Source: 2013 Employee Benefits: A Research Report by SHRM
Nontraditional Scheduling Options
Flexible working benefits are a cost-effective way to help employees balance their
work and personal lives. According to the latest Employee Job Satisfaction and
Engagement research report from SHRM, 46% of employees cited the flexibility
to balance work/life issues as a very important aspect of job satisfaction.12
These benefits help organizations attract and retain high-quality talent and are
a key factor in employee satisfaction. The Families and Work Institute (FWI)
and SHRM recently released a toolkit that provides the resources needed to
build support for workplace flexibility in communities and organizations.13 This
publication includes discussions about why workplace flexibility is important to
HR professionals and how they can promote flexibility.
The majority (53%) of organizations offered some form of flextime, which allows
employees to select their work hours within limits established by the employer.
Fifty-one percent of respondents reported that their organizations offered
flextime during their core business hours, and 26% indicated flextime was
provided outside of their core business hours. In addition, 58% of organizations
offered some form of telecommuting: 45% of respondents reported that their
organizations offered telecommuting on an ad-hoc basis, 36% on a part-time
basis, and 20% on a full-time basis. Over one-third (35%) of organizations
offered compressed workweeks, where full-time employees are allowed to work
longer days for part of a week or pay period in exchange for shorter days or a day
off during that week or pay period. Ten percent offered job sharing, in which two
employees share the responsibilities, accountability and compensation of one
full-time job. These types of flexible scheduling benefits allow organizations to
recruit and retain motivated workers who may not be able or willing to work a
traditional 9-to-5 schedule.
Nineteen percent of organizations offered shift flexibility, where employees
are allowed to coordinate with co-workers to adjust their schedules by trading,
dropping or picking up shifts. Four percent of organizations had a results-only
work environment (ROWE), allowing employees to work wherever and whenever
they wish as long as projects are completed on a timely basis.
39 | 2013 Employee Benefits
Casual Dress
The majority (53%) of
organizations offered some
form of flextime, which
allows employees to select
their work hours within limits
established by the employer.
The majority (60%) of organizations offered casual dress at least once a week,
34% allowed casual dress every day, and 23% allowed seasonal casual dress,
which permits employees to dress casually for extended periods during the year.
While many organizations may consider casual dress part of their organizational
culture as opposed to an employee benefit, employees appreciate the opportunity
to wear more comfortable clothes.
Break Arrangements
Some organizations offer a variety of benefits designed to provide employees
more flexibility in deciding when they can take breaks. Thirty-nine percent
provided break arrangements that give employees who generally can only take
assigned breaks more flexibility over when they take breaks. Thirty-seven
percent offered mealtime flex, which allows employees to make up time at some
point during the day as a result of a longer meal break or to leave early as a result
of a shorter meal break.
Other Flexible Working Benefits
Other types of flexible working benefits offered by organizations included
seasonal scheduling (19%) and alternating location arrangements (4%), allowing employees to work part of the year in one location and the rest of the year
in another location (e.g., “snowbird” employees—those who move from colder
climates to warmer climates in the winter).
Flexible Working Benefits Over Time
Table G-2 shows the percentages of organizations that offered flexible working
benefits from 2009 through 2013. There were no significant changes in these
benefits from 2012 to 2013, and from 2009 to 2013.
Table G-2 | Flexible Working Benefits (by Year)
2009
2010
2011
2012
2013
Casual dress day (one day per week)
59%
57%
55%
55%
60%
Telecommuting
51%
55%
53%
57%
58%
Flextime
54%
49%
53%
53%
53%
Flextime during core business hours
—
—
—
51%
51%
Telecommuting on an ad-hoc basis
45%
44%
42%
45%
45%
Break arrangements
43%
43%
45%
43%
39%
Mealtime flex
41%
39%
40%
38%
37%
Telecommuting on a part-time basis
34%
34%
34%
36%
36%
Compressed workweek
37%
34%
35%
35%
35%
Casual dress (every day)
36%
34%
36%
36%
34%
Flextime outside of core business hours
—
—
—
25%
26%
Casual dress (seasonal)
—
23%
24%
24%
23%
19%
17%
20%
20%
20%
Telecommuting on a full-time basis
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Continued on next page
2013 Employee Benefits | 40
Table G-2 | Flexible Working Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Shift flexibility
21%
19%
18%
22%
19%
Seasonal scheduling
16%
17%
16%
19%
19%
Job sharing
16%
13%
13%
12%
10%
Alternating location arrangements
4%
4%
5%
5%
4%
Results-only work environment (ROWE)
3%
1%
2%
3%
4%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
41 | 2013 Employee Benefits
Employee Programs and Services
Table H-1 | Employee Programs and Services
Free coffee A
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
72%
0%
Vending machine snacks and beverages
50%
0%
Free/discounted uniforms
28%
0%
Legal assistance/services
23%
0%
On-site cafeteria
23%
0%
B
C
On-site ATMs
22%
0%
Paycards
17%
3%
Postal services for employees
17%
0%
Organization-sponsored sports teams
16%
1%
Travel planning services
11%
0%
Dry cleaning services
10%
*
Executive club memberships
10%
0%
Pet health insurance
8%
1%
Employer-sponsored personal shopping discounts
7%
0%
ESL (English as a second language) classes
6%
0%
Self-defense training
4%
1%
Concierge services
4%
*
D
Foreign language classes
4%
*
Prepared take-home meals
3%
*
On-site haircuts
1%
*
(n = 507-517)
*
Less than 1% but greater than 0%.
A
Fully subsidized coffee or coffee service.
B
Fully or partially subsidized by the company.
C
Food and beverages available in the cafeteria are fully or partially subsidized by the company.
D
Non-English.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 42
Creating a Flexible Workplace
Some of the benefits in this category are designed to save employees the time
and energy of having to schedule such everyday tasks as visiting the bank (17%
offered paycards), purchasing or preparing food and beverages (72% provided
free coffee, 50% offered vending machine snacks and beverages, 23% had an
on-site cafeteria, and 3% offered prepared take-home meals), visiting the post
office (17% offered postal services) or going to the dry cleaner (10% offered
dry-cleaning services).
In addition, 22% had on-site ATMs, and 1% provided on-site haircuts. Other
benefits, such as legal assistance or services (23%), travel planning services (11%)
and concierge services (4%), help employees in more specific circumstances.
Uniform Benefits
Some employees are required to wear certain attire while working, and employers may offer assistance in paying for it. More than one-quarter of organizations
(28%) offered free or discounted uniforms to employees.
Language Skills
Overall, 6% of organizations offered English as a second language (ESL) classes
to workers looking to improve their English language skills.
An increasingly diverse workforce and the globalization of the economy have
made language skills more important than ever. Workers, supervisors, customers
and business partners may have different levels of English proficiency, and some
may not speak English at all. To address this divide, some organizations offer
foreign language classes to workers or supervisors who frequently deal with
individuals whose native language is not English. Four percent of organizations
offered some form of foreign language classes.
Other Personal Services Benefits
Sixteen percent of organizations offered organization-sponsored sports teams.
In addition to physical exercise and health benefits, sports teams offer employees
a chance to socialize and build rapport outside of their work environment.
Other types of personal services offered by organizations included executive club
memberships (10%), pet health insurance (8%), employer-sponsored personal
shopping discounts (7%) and self-defense training (4%).
Employee Programs and Services Over Time
Table H-2 shows the percentages of organizations that offered these benefits
from 2009 through 2013. There were no significant changes in these benefits
from 2012 to 2013. Organization-sponsored sports teams were the only benefit
offered by fewer organizations in 2013 compared with 2009.
43 | 2013 Employee Benefits
Table H-2 | Employee Programs and Services (By Year)
2009
2010
2011
Free coffee
—
—
77%
74%
72%
Vending machine snacks and beverages
—
—
47%
47%
50%
Free/discounted uniforms
29%
30%
26%
26%
28%
Legal assistance/services
21%
20%
20%
21%
23%
—
—
19%
20%
23%
20%
20%
22%
22%
22%
—
11%
11%
16%
17%
On-site cafeteria
On-site ATMs
Paycards
2012
2013
Postal services for employees
22%
19%
19%
20%
17%
Organization-sponsored sports teams
25%
22%
17%
18%
16%
Travel planning services
16%
10%
9%
10%
11%
Dry cleaning services
10%
7%
10%
10%
10%
Executive club memberships
19%
19%
14%
9%
10%
Pet health insurance
3%
4%
4%
6%
8%
Employer-sponsored personal shopping discounts
8%
9%
6%
6%
7%
English as a second language (ESL) classes
6%
8%
8%
8%
6%
Self-defense training
6%
3%
6%
6%
4%
Concierge services
3%
2%
2%
2%
4%
Foreign language classes
5%
7%
8%
8%
4%
On-site haircuts
1%
1%
2%
3%
3%
Prepared take-home meals
1%
3%
3%
3%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 44
Professional and Career Development Benefits
Table I-1 | Professional and Career Development Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Professional memberships
90%
0%
Professional development opportunities
88%
1%
Off-site professional development opportunities A
85%
1%
Certification/recertification fees
78%
0%
77%
0%
Professional license application or renewal fees
On-site professional development opportunities
69%
0%
Cross-training to develop skills not directly related to the job
44%
2%
Mentoring program
20%
3%
Career counseling
13%
2%
College selection/referral C
7%
*
A
B
(n = 508-518)
* Less than 1% but greater than 0%.
A
Seminars, conferences, courses or training to keep skills current, etc.
B
Formal program.
C
Provides employees with information and helps link them to colleges.
Source: 2013 Employee Benefits: A Research Report by SHRM
Career Development Assistance
Organizations offer a variety of benefits designed to help employees advance in
their careers. These types of benefits provide a dual advantage—employees feel
the organization cares about their professional development, and the organization gains a richer, better-prepared workforce. Overall, 88% of organizations
offered their staff some form of professional development opportunities: 85%
offered off-site opportunities and 69% provided on-site opportunities. Ninety
percent of organizations offered paid professional memberships, 78% paid for
certification or recertification fees, and 77% indicated that their organizations
paid for professional license application or renewal fees.
Forty-four percent offered cross-training to develop skills not directly related to
employees’ current jobs. In addition to furthering employees’ skill sets, crosstraining can increase understanding and communication between different
45 | 2013 Employee Benefits
departments. Twenty percent of organizations offered formal mentoring programs, 13% provided career counseling, and 7% offered college selection/referrals, providing employees with information and helping link them to colleges.
88% of organizations offered
their staff some form of
professional development
opportunities: 85% offered
off-site opportunities and 69%
provided on-site opportunities.
Professional and Career Development
Benefits Over Time
Table I-2 shows the percentages of organizations that offered professional and
career development benefits from 2009 through 2013. There were no significant
changes in these benefits from 2012 to 2013 and from 2009 to 2013.
Table I-2 | Professional and Career Development Benefits (By Year)
2009
2010
2011
2012
2013
Professional memberships
91%
90%
87%
90%
90%
Professional development opportunities
91%
90%
87%
87%
88%
—
—
82%
83%
85%
73%
70%
72%
75%
77%
Off-site professional development opportunities
Professional license application or renewal fees
On-site professional development opportunities
—
—
67%
65%
69%
Certification/recertification fees
77%
71%
71%
74%
78%
Cross-training to develop skills not directly related to
the job
49%
49%
43%
38%
44%
Mentoring program
22%
17%
17%
20%
20%
Career counseling
14%
15%
11%
12%
13%
College selection/referral
11%
11%
9%
9%
7%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 46
Housing and Relocation Benefits
Table J-1 | Housing and Relocation Benefits
Relocation lump sum payment
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
32%
*
Location visit assistance
22%
0%
Temporary relocation benefits
22%
0%
Reimbursement of shipping fees
20%
0%
Assistance selling previous home
12%
*
A
Cost-of-living differential
12%
*
Reimbursement of closing costs B
10%
0%
Reimbursement of realtor fees B
10%
0%
Spouse relocation employment assistance
9%
*
Housing counseling C
7%
0%
Reimbursement for financial loss sustained from a home sale B
7%
0%
Home insurance program
6%
*
Home buyout program
6%
0%
6%
0%
4%
*
D
Rental assistance
Renter insurance program
E
Mortgage assistance
3%
*
Down payment assistance
3%
0%
Mortgage insurance
1%
0%
(n = 504-511)
*
Less than 1% but greater than 0%.
A
House-hunting trips.
B
Employers cover some or all of the costs.
C
Advice on buying, renting, defaults and foreclosures.
D
Discount on home insurance.
E
Discount on renters insurance.
Source: 2013 Employee Benefits: A Research Report by SHRM
47 | 2013 Employee Benefits
One-Time Permanent Relocation Benefits
Most housing and relocation benefits involve newly hired or transferred employees who face a one-time, permanent move. The most commonly offered
assistance in this situation was single relocation lump-sum payment, which 32%
of organizations offered. Some employers prefer this option because providing a
single lump sum to the relocating employee eliminates paperwork and administration for the organization.
Twenty-two percent of organizations provided location visit assistance or househunting trips to employees who were relocating to a new area. In addition, 20%
provided reimbursement of shipping fees, 12% offered assistance to employees
who needed to sell a home at their original location, 12% offered a cost-of-living
differential to assist employees relocating to a more expensive area, 10% offered reimbursement of realtor fees, and 10% offered closing cost assistance.
Nine percent of respondents indicated that their organizations offered spouse
relocation assistance to help married employees whose “trailing” spouse might
be faced with searching for a job in an unfamiliar location. Seven percent offered
reimbursement for financial loss sustained from a home sale, and 6% offered a
home buyout program.
Temporary Relocation Benefits
Temporarily relocated employees are often maintaining two households—one
at the permanent location to which they plan to return and one to maintain a
comfortable presence at their temporary location. Almost one-quarter (22%)
of organizations offered temporary relocation benefits to assist in easing this
burden.
Housing Assistance
Some organizations offer employees assistance in purchasing a new home:
6% offered a home insurance program, 3% provided mortgage assistance, 3%
offered down payment assistance, and 1% provided mortgage insurance. These
benefits may be offered as part of a relocation package or as a general employee
benefit to increase retention. Most organizations that offer these types of benefits
require employees to have certain tenure and/or stay for a certain period of time
after receiving the assistance. Organizations also hope that homeowners may
feel more rooted in the community and therefore less likely to leave.
Additional housing and relocation benefits offered by organizations included
housing counseling (7%), rental assistance (6%) and renter insurance program
(4%).
Housing and Relocation Benefits Over Time
Table J-2 shows the percentages of organizations that offered these housing and
relocation benefits from 2009 through 2013. There were no significant changes
in these benefits from 2012 to 2013. Temporary relocation benefits were the only
benefit offered by fewer organizations in 2013 compared with 2009.
2013 Employee Benefits | 48
Table J-2 | Housing and Relocation Benefits (by Year)
2009
2010
2011
2012
2013
Relocation lump sum payment
30%
28%
26%
29%
32%
Location visit assistance
36%
20%
18%
21%
22%
Temporary relocation benefits
35%
28%
25%
25%
22%
Reimbursement of shipping fees
—
—
—
19%
20%
Assistance selling previous home
13%
11%
9%
11%
12%
Cost-of-living differential
15%
10%
10%
11%
12%
—
—
8%
12%
10%
Reimbursement of closing costs
Reimbursement of realtor fees
—
—
8%
11%
10%
Spouse relocation employment assistance
15%
10%
12%
12%
9%
Housing counseling
9%
6%
4%
6%
7%
Reimbursement for financial loss sustained from a
home sale
6%
5%
5%
6%
7%
Home insurance program
7%
6%
6%
5%
6%
Home buyout program
—
—
4%
5%
6%
Rental assistance
12%
3%
5%
6%
6%
Renter insurance program
4%
3%
3%
3%
4%
Mortgage assistance
7%
3%
3%
3%
3%
Down payment assistance
6%
2%
2%
3%
3%
Mortgage insurance
3%
1%
2%
2%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
49 | 2013 Employee Benefits
Business Travel Benefits
Table K-1 | Business Travel Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
Reimbursement for taxicab or car service to and from airport
83%
0%
Mileage reimbursement for the use of personal car to travel to and from
airport
81%
0%
Per diem for meals A
70%
0%
Employee keeps hotel points
69%
0%
Employee keeps frequent flyer miles
69%
0%
Paid Internet access while on travel
61%
0%
Reimbursement for personal telephone calls while on travel
44%
0%
Travel accident insurance
40%
0%
First or business class airfare for international travel
18%
*
Rental car upgrades
15%
*
Paid dry cleaning while on business travel
15%
0%
First or business class airfare for domestic travel
14%
0%
Paid minibar snacks at the hotel
10%
0%
Paid travel expenses for spouse
7%
*
Paid health club fees while on travel
6%
0%
Paid airline club membership
5%
*
Paid pay-per-view movies at the hotel
5%
0%
Paid travel expenses for dependent children
4%
*
Paid travel expenses for opposite-sex domestic partner
3%
*
Paid travel expenses for same-sex domestic partner
3%
*
Paid child care expenses while an employee is on business travel
2%
0%
Paid pet care expenses while an employee is on business travel
1%
*
(n = 502-516)
*
Less than 1% but greater than 0%.
A
Includes reimbursements.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 50
Travel Benefits
The most commonly offered business travel benefits included reimbursement
for taxicab or car service to and from airport (83%) and mileage reimbursement
for travel to and from airport (81%). Majority of organizations also provided per
diem for meals (70%), allowed employees to keep hotel points (69%), allowed
employees to retain frequent flyer miles (69%), paid for Internet access (61%) and
reimbursed for personal telephone calls while on travel (44%).
A smaller number of organizations paid for first class/business class for international travel (18%), rental car upgrades (15%), dry cleaning expenses (15%), first
class/business class for domestic travel (14%), minibar snacks at the hotel (10%),
health club fees (6%), paid airline club memberships, (5%), pay-per-view movies
(5%), child care expenses (2%) and pet care arrangement expenses (1%) incurred
when employees were on business travel.
Travel Insurance
Forty percent of organizations offered travel accident insurance, which provides
coverage for individuals who might be harmed or killed while on business travel.
Paid Travel Expenses for Others
Less commonly offered travel benefits included paid travel expenses for a spouse
(7%), dependent children (4%), opposite-sex domestic partner (3%) and same-sex
domestic partner (3%).
Business Travel Benefits Over Time
Table K-2 shows the percentages of organizations offering these business travel
benefits from 2009 through 2013. There were no significant changes in these
benefits from 2012 to 2013. Reimbursement for personal telephone calls while on
travel was the only benefit offered by fewer organizations in 2013 compared with
2009.
Table K-2 | Business Travel Benefits (by Year)
2009
2010
2011
2012
2013
Reimbursement for taxicab or car service to and from
airport
—
—
—
—
83%
Mileage reimbursement for the use of personal car to
travel to and from airport
—
—
—
—
81%
Per diem for meals
65%
65%
65%
65%
70%
Employee keeps hotel points
68%
64%
67%
69%
69%
Employee keeps frequent flyer miles
68%
64%
67%
69%
69%
Paid Internet access while on travel
54%
55%
56%
57%
61%
Reimbursement for personal telephone calls while on
travel
58%
54%
51%
50%
44%
Travel accident insurance
39%
37%
37%
37%
40%
—
—
13%
14%
18%
First or business class airfare for international travel
Continued on next page
51 | 2013 Employee Benefits
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Table K-2 | Business Travel Benefits (by Year) (continued)
2009
2010
2011
2012
2013
Rental car upgrades
11%
13%
16%
18%
15%
Paid dry cleaning while on business travel
15%
12%
13%
13%
15%
First or business class airfare for domestic travel
12%
12%
11%
10%
14%
Paid minibar snacks at the hotel
9%
9%
8%
9%
10%
Paid travel expenses for spouse
5%
6%
3%
7%
7%
Paid health club fees while on travel
3%
3%
3%
4%
6%
Paid airline club membership
4%
5%
5%
5%
5%
Paid pay-per-view movies at the hotel
5%
5%
4%
4%
5%
Paid travel expenses for dependent children
—
—
—
5%
4%
Paid travel expenses for opposite-sex domestic partner
—
—
—
3%
3%
Paid travel expenses for same-sex domestic partner
—
—
—
3%
3%
Paid child care expenses while an employee is on
business travel
2%
2%
1%
1%
2%
Paid pet care expenses while an employee is on
business travel
1%
1%
1%
1%
1%
Differences
Between
2009 and
2013
Differences
Between
2012 and
2013
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 52
Other Benefits
Table L-1 | Other Benefits
Offer the Benefit
Plan to Begin Offering
the Benefit Within
the Next 12 Months
55%
3%
Company picnic
Noncash companywide performance awards
49%
0%
Community volunteer programs
47%
0%
Discount ticket services
35%
1%
Company-purchased tickets
26%
0%
Take your child to work day
23%
1%
Pets at work
5%
*
Take your pet to work day
2%
1%
Take your parent to work day
1%
0%
A
B
B
C
(n = 507-518)
*
Less than 1% but greater than 0%.
A
For example, gift certificate, extra day off.
B
For example, sporting events, cultural events, theme parks, etc.
C
Once a year as opposed to pets at work generally.
Source: 2013 Employee Benefits: A Research Report by SHRM
Social Gatherings
Social gatherings provide the opportunity for employees to get to know one
another outside of the job, which can lead to better working relationships at
the office. More than one-half (55%) of organizations offered company picnics,
almost one-third (35%) offered discount ticket services, and 26% offered
company-purchased tickets to events such as cultural proceedings, sporting
events or theme parks.
Volunteer Programs
Community volunteer programs offer organizations an excellent opportunity to
provide value-added benefits to the business, employees and community. These
programs can be tailored to best suit the needs of the organization’s mission,
vision and business goals, and were offered by 47% of organizations.
53 | 2013 Employee Benefits
Other Benefits
Other benefits included noncash companywide performance awards, such as gift
certificates or an extra day off (49%), take your child to work day (23%), allowing
pets at the office (5%), take your pet to work day (2%) and take your parent to
work day (1%).
Other Benefits Over Time
Table L-2 shows the percentages of organizations offering these benefits from
2009 through 2013. There were no significant changes in these benefits from
2012 to 2013. The following benefits were offered by fewer organizations in 2013
than in 2009: take your child to work day and company-purchased tickets.
Table L-2 | Other Benefits (by Year)
2009
2010
2011
2012
Company picnic
59%
Noncash companywide performance awards
51%
Community volunteer programs
42%
Discount ticket services
Company-purchased tickets
2013
56%
55%
55%
55%
47%
43%
45%
49%
40%
40%
43%
47%
40%
37%
35%
32%
35%
38%
32%
26%
23%
26%
Take your child to work day
33%
25%
25%
24%
23%
Pets at work
6%
6%
6%
5%
5%
Take your parent to work day
1%
1%
2%
1%
2%
Take your pet to work day
1%
1%
1%
1%
1%
Differences
Between
2009 and
2013*
Differences
Between
2012 and
2013*
Note: An asterisk (*) indicates a significant change from 2012 to 2013 or from 2009 to 2013. A dash (—) indicates that this particular benefit
was not asked about or was combined with another benefit. Blank cells in the last two columns indicate that no statistically significant
differences were found.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 54
Employee Benefits in Today’s
Business Environment
Impact of the Economy on Benefits
HR professionals were asked if their organizations’ employee benefits offerings
had been reduced by more than 50% because of the economic recession. Only 4%
reported their benefits offerings had been reduced by more than 50% in the last
12 months. These results are depicted in Figure 2.
Figure 2 | Percentage of Organizations that Reduced Employee
Benefits Offerings by More than 50%
Yes
4%
No
96%
Note: Respondents who answered “not sure” were excluded from this analysis.
Source: 2013 Employee Benefits: A Research Report by SHRM
Total Employer Costs for Employee
Compensation and Benefits
U.S. Bureau of Labor Statistics’ report Employer Costs for Employee Compensation examines the costs of benefits and compensation. The results presented in
Table 2 illustrate the substantial impact health insurance, retirement and leave
benefits have on organizations in the U.S.
Reviewing and Analyzing the Benefits Plan
As illustrated in Figure 3, 82% of organizations reviewed their benefits programs
annually, and 12% reported reviewing them even more frequently. Only 1% of
organizations never reviewed their benefits programs.
55 | 2013 Employee Benefits
Table 2 | Employer Costs for Employee Compensation
Compensation
Component
Civilian
Workers
Private
Industry
State and Local
Government
Wages and salaries
69.2%
70.3%
65.0%
Benefits
30.8%
29.7%
35.0%
Paid leave
7.0%
6.9%
7.4%
Vacation
3.4%
3.6%
2.8%
Holiday
2.1%
2.1%
2.2%
Sick
1.1%
0.9%
1.9%
Personal
0.4%
0.4%
0.5%
Supplemental pay
2.4%
2.8%
0.8%
Insurance
8.9%
8.2%
12.0%
Life
0.1%
0.1%
0.2%
Health benefits
8.5%
7.7%
11.6%
Short-term disability
0.2%
0.2%
0.1%
Long-term disability
0.1%
0.2%
0.1%
Retirement and savings
4.7%
3.6%
8.8%
Defined benefit
2.9%
1.5%
8.0%
Defined contribution
1.8%
2.1%
0.8%
7.8%
8.2%
6.1%
Legally required
Source: Bureau of Labor Statistics. (2012). Employer Costs For Employee Compensation,
September 2012.
Figure 3 | Frequency of Reviewing Benefits Programs
82%
12%
More than once a
year
5%
Once a year/
annually
Once every two
years
1%
Never
(n = 511)
Note: Respondents who answered “not sure” were excluded from this analysis.
Source: 2013 Employee Benefits: A Research Report by SHRM
2013 Employee Benefits | 56
About the Research
Survey Demographics
Organization Industry
Organization Staff Size
Manufacturing (food, beverage and tobacco product manufacturing; textile
and textile product mills; apparel manufacturing; leather and allied product
manufacturing; wood product manufacturing; paper manufacturing; printing
and related support activities; petroleum and coal products manufacturing;
chemical manufacturing; plastics and rubber products manufacturing;
nonmetallic mineral product manufacturing; primary metal and fabricated
metal product manufacturing; machinery manufacturing; computer and
electronic product, electrical equipment, appliance, and component
manufacturing; transportation equipment manufacturing; furniture and
related product manufacturing; other manufacturing)
1-99 employees
21%
Health Care and Social Assistance (ambulatory health care services;
hospitals; nursing and residential care facilities; social assistance; other
healthcare and social assistance)
18%
17%
Finance and Insurance (monetary authorities, central bank; credit
intermediation and related activities; securities, commodity contracts and
other financial investments and related activities; insurance carriers and
related activities; funds, trusts and other financial vehicles; other finance and
insurance)
13%
Educational Services (elementary and secondary schools; junior colleges;
colleges, universities and professional schools; business schools and
computer and management training; technical and trade schools; educational
support services; other educational services)
9%
36%
500-2,499 employees
23%
2,499-24,999 employees
16%
25,000 or more employees
4%
Organization Sector
Privately owned for-profit
organization
52%
Nonprofit organization
23%
Publicly owned for-profit
organization
19%
Government agency
6%
(n = 518)
6%
Transportation and Warehousing (air transportation; rail transportation;
water transportation; truck transportation; transit and ground passenger
transportation; pipeline transportation; support activities for transportation;
postal service; couriers and messengers; warehousing and storage; other
transportation and warehousing)
6%
Retail Trade (motor vehicle and parts dealers; food and beverage stores;
clothing and clothing accessories stores; general merchandise stores;
nonstore retailers; other retail trade)
5%
Accommodation and Food Services (accommodation; food services and
drinking places; other accommodation and food services)
4%
Continued on next page
100-499 employees
(n = 518) Note: Percentages do not equal
100% due to rounding.
Professional, Scientific and Technical Services (legal services; accounting,
tax preparation, bookkeeping and payroll services; architectural, engineering
and related services; specialized design services; computer systems design
and related services; consulting services, management and technical;
scientific research and development services; biotechnology research and
development; high-tech; pharmaceutical; advertising, public relations and
related services; other professional, scientific and technical services)
Government Agencies (executive, legislative and other general government
support; justice, public order and safety activities; government human
resource programs; government environmental quality programs;
government housing programs; urban planning and community
development; government economic programs; government space research
and technology; national security and international affairs; other government
agencies)
22%
Region
Midwest (Illinois, Indiana, Iowa,
Kansas, Michigan, Minnesota,
Missouri, Nebraska, North
Dakota, Ohio, South Dakota,
Wisconsin)
36%
South (Alabama, Arkansas,
Delaware, District of Columbia,
Florida, Georgia, Kentucky,
Louisiana, Maryland, Mississippi,
North Carolina, Oklahoma,
South Carolina, Tennessee,
Texas, Virginia, West Virginia)
26%
Northeast (Connecticut,
Maine, Massachusetts, New
Hampshire, New Jersey, New
York, Pennsylvania, Rhode Island,
Vermont)
20%
West (Alaska, Arizona, California,
Colorado, Hawaii, Idaho,
Nevada, New Mexico, Montana,
Oregon, Utah, Washington,
Wyoming)
18%
(n = 518)
2013 Employee Benefits | 58
Organization Industry (continued)
Administrative, Support, Waste Management and Remediation Services
(office administrative services; facilities support services; employment
services; business support services; travel arrangement and reservation
services; investigation and security services; services to buildings and
dwellings; waste management and remediation services; other administrative,
support, waste management and remediation services)
4%
Arts, Entertainment and Recreation (performing arts, spectator sports
and related industries; museums, historical sites and similar institutions;
amusement, gambling and recreation industries; other arts, entertainment
and recreation)
4%
Construction (construction of buildings; heavy and civil engineering
construction; specialty trade contractors; other construction)
4%
Information (publishing industries, except Internet; motion picture and sound
recording industries; broadcasting, except Internet; telecommunications;
data processing, hosting and related services; other information services)
4%
Wholesale Trade (merchant wholesalers, durable goods; merchant
wholesalers, nondurable goods; wholesale electronic markets and agents
and brokers; other wholesale trade)
4%
Real Estate and Rental and Leasing (real estate; rental and leasing services;
other real estate and rental and leasing)
3%
Religious, Grantmaking, Civic, Professional and Similar Organizations
(religious organizations; grantmaking and giving services; social advocacy
organizations; civic and social organizations; business, professional, labor,
political, and similar organizations; other religious, grantmaking, civic,
professional and similar organizations)
3%
Utilities (electric power generation, transmission and distribution; natural gas
distribution; water, sewage and other systems; other utilities)
3%
Agriculture, Forestry, Fishing and Hunting (crop production; animal
production; forestry and logging; fishing, hunting and trapping; support
activities for agriculture and forestry; other agriculture, forestry, fishing and
hunting)
2%
Mining (oil and gas extraction; mining, except oil and gas; support activities
for mining; other mining)
2%
Repair and Maintenance (automotive repair and maintenance; electronic
and precision equipment repair and maintenance; commercial and industrial
machinery and equipment—except automotive and electronic—repair and
maintenance; personal and household goods repair and maintenance; other
repair and maintenance)
2%
Personal and Laundry Services (personal care services; death care services;
dry cleaning and laundry services; other personal and laundry services)
1%
(n = 518) Note: Percentages do not equal 100% due to multiple response options.
Survey Methodology
A sample of HR professionals was randomly selected from SHRM’s membership database, which included approximately 260,000 individual members at
the time the survey was conducted. Only members who had not participated in
a SHRM survey or poll in the last four months were included in the sampling
frame. Members who were students, located internationally or had no e-mail
address on file were excluded from the sampling frame. In February 2013, an
e-mail that included a hyperlink to the Employee Benefits Survey was sent
to 4,000 randomly selected SHRM members. Of these, approximately 3,600
e-mails were successfully delivered to respondents, and 518 HR professionals
responded, yielding a response rate of 14%. The survey was accessible for a
59 | 2013 Employee Benefits
period of four weeks, and multiple reminders were sent to nonrespondents in an
effort to increase response rates. The sample of HR professionals was generally
representative of the SHRM membership population.
Notations
Differences: Conventional statistical methods were used to determine if
observed differences were statistically significant (i.e., there is a small likelihood
that the differences occurred by chance). Therefore, in most cases, only results
that were significant are included, unless otherwise noted. In some cases, data
may be discussed in the text of this report but not presented in an accompanying
figure or table.
Tables: Unless otherwise reported in a specific table, please note that the following are applicable to data depicted in tables throughout this report.
• In the first table in each section, data are sorted in descending order by the
first percentage column in a table.
• In the second table in each section, data are sorted in descending order by the
“2013” column.
Generalization of results: As with any research, readers should exercise
caution when generalizing results and take individual circumstances and experiences into consideration when making decisions based on these data. While
SHRM is confident in its research, it is prudent to understand that the results
presented in this survey report are only truly representative of the sample of HR
professionals responding to the survey.
Number of respondents: The number of respondents (indicated by “n” in figures
and tables) varies from table to table and figure to figure because some respondents did not answer all of the questions. Individuals may not have responded
to a question on the survey because the question or some of its parts were not
applicable or because the requested data were unavailable. This also accounts for
the varying number of responses within each table or figure.
Confidence level and margin of error: A confidence level and margin of error
give readers some measure of how much they can rely on survey responses to
represent all SHRM members. Given the level of response to the survey, SHRM
Research is 95% confident that responses given by responding HR professionals can be applied to all SHRM members, in general, with a margin of error of
approximately 4%. For example, 64% of HR professionals reported their organizations offered wellness programs. With a 4% margin of error, the reader can be
95% certain that between 60% and 68% of SHRM members would report that
their organizations presently offer wellness programs.
2013 Employee Benefits | 60
Appendix
Prevalence of Benefits (in Alphabetical Order)
24-hour nurse line
55%
529 plan
14%
Accelerated death benefits
19%
Access to backup child care services
4%
Access to backup elder care services
2%
Accidental death and dismemberment insurance (AD&D)
83%
Acupressure/acupuncture medical coverage
36%
Adoption assistance
11%
Alternating location arrangements
4%
Alternative/complementary medical coverage
17%
Assistance selling previous home
12%
Automatic enrollment into the defined contribution retirement plan
41%
Automatic escalation of salary deferral for defined contribution plans
21%
Automobile allowances for business use of personal vehicles
43%
Automobile insurance program
11%
Babies at work
2%
Bariatric coverage for weight loss
34%
Break arrangements
39%
Bring child to work in emergency
26%
Business cell phone or smart phone for personal use
56%
Career counseling
13%
Carpooling subsidy
4%
Cash balance pension plan
6%
Casual dress (every day)
34%
Casual dress (seasonal)
23%
Casual dress day (one day per week)
60%
Certification/recertification fees
78%
Child care referral service
12%
Chiropractic coverage
80%
College selection/referral
7%
Community volunteer programs
47%
Continued on next page
2013 Employee Benefits | 62
Company-paid group life insurance
86%
Company picnic
55%
Company-paid time off for group vacations
2%
Company-purchased tickets
26%
Compressed workweek
35%
Concierge services
4%
Consortium child care center
1%
Consumer-directed health care plan (CDHP)
31%
Contraceptive coverage
82%
Cost-of-living differential
12%
CPR/first aid training
48%
Credit counseling service
20%
Credit union
31%
Critical illness insurance
29%
Cross-training to develop skills not directly related to the job
44%
Defined benefit pension (frozen)
12%
Defined benefit pension plan (open to all employees)
19%
Defined contribution plan catch-up contributions
76%
Defined contribution plan loans
64%
Defined contribution retirement savings plan
92%
Defined contribution savings plan debit card
2%
Defined contribution savings plan hardship withdrawals
71%
Dental insurance
96%
Dependent care flexible spending account
71%
Discount ticket services
35%
Domestic partner benefits for opposite-sex partners
20%
Domestic partner benefits for same-sex partners
24%
Donations for participation in charitable events
35%
Down payment assistance
3%
Dry cleaning services
10%
Educational loans for members of employees’ families
1%
Educational scholarships for members of employees’ families
17%
Elder care assisted living assessments
1%
Elder care in-home assessments
1%
Elder care leave above any state FMLA leave
13%
Elder care leave above federal FMLA leave
14%
Elder care referral service
8%
Elective procedures coverage
15%
Emergency flexibility
6%
Employee assistance program (EAP)
77%
Employee computer purchase discounts (not a loan)
24%
Employee discounts on company services
40%
Employee keeps frequent flyer miles
69%
Employee keeps hotel points
69%
Continued on next page
63 | 2013 Employee Benefits
Employee referral bonus
47%
Employee stock purchase plan
12%
Employer contributions to health savings accounts (HSAs)
26%
Employer match for defined contribution retirement plan
73%
Employer-sponsored personal shopping discounts
7%
ESL (English as a second language) classes
6%
Exclusive provider organization (EPO)
7%
Executive club memberships
10%
Experimental/elective drug coverage
6%
Family leave above any state FMLA leave
23%
Family leave above required federal FMLA leave
26%
Financial advice offered in group/classroom
20%
Financial advice offered one-on-one
25%
Financial advice offered online
24%
First or business class airfare for domestic travel
14%
First or business class airfare for international travel
18%
Fitness center membership subsidy/reimbursement
36%
Fitness equipment subsidy/reimbursement
6%
Flextime
53%
Flextime during core business hours
51%
Flextime outside of core business hours
26%
Floating holidays
38%
Foreign language classes
4%
Formal phased retirement program
6%
Foster care assistance
2%
Free coffee
72%
Free computers for employees’ personal use
6%
Free or discounted home Internet service
4%
Free/discounted uniforms
28%
Full flexible benefits plan
31%
Gender reassignment surgery coverage
8%
Geriatric counseling
2%
Graduate educational assistance
59%
Health and lifestyle coaching
48%
Health care premium discount for getting an annual health risk assessment
21%
Health care premium discount for not using tobacco products
19%
Health care premium discount for participating in a weight loss program
9%
Health care premium discount for participating in a wellness program
17%
Health care premium flexible spending account
38%
Health fairs
43%
Health maintenance organization (HMO)
33%
Health reimbursement arrangements (HRAs)
19%
Health savings accounts (HSAs)
42%
Health screening programs
50%
Continued on next page
2013 Employee Benefits | 64
Home buyout program
6%
Home insurance program
6%
Hospital indemnity insurance
22%
Housing counseling
7%
Incentive bonus plan (executive)
55%
Incentive bonus plan (nonexecutive)
45%
Incentive stock options (ISOs)
11%
Indemnity plan (fee-for-service)
7%
Individual investment advice offered one-on-one
53%
Infertility treatment coverage other than in vitro fertilization
34%
Informal phased retirement program
6%
Intensive care insurance
20%
Investment advice offered in a group/classroom
41%
Investment advice offered online
59%
In vitro fertilization coverage
30%
Job sharing
10%
Lactation support services
8%
Laser-based vision correction coverage
27%
Legal assistance/services
23%
Life insurance for dependents
55%
Loans for employees to purchase personal computers
5%
Loans to employees for emergency/disaster assistance
14%
Location visit assistance
22%
Long-term care insurance
31%
Long-term disability insurance
77%
Low-/no-interest loans to employees for non-emergency situations
7%
Mail-order prescription program
90%
Matching employee charitable contributions
22%
Mealtime flex
37%
Medical flexible spending accounts
72%
Mental health coverage
89%
Mentoring program
20%
Mileage reimbursement for the use of personal car to travel to and from
airport
81%
Mini-med health plan
5%
Mortgage assistance
3%
Mortgage insurance
1%
Noncash companywide performance awards
49%
Nonqualified stock options
9%
Nonsubsidized child care center
3%
Nutritional counseling
19%
Off-site professional development opportunities
85%
On-ramping programs for family members dealing with elder care issues
1%
On-ramping programs for parents re-entering the workforce
1%
Continued on next page
65 | 2013 Employee Benefits
On-site/off-site fitness classes
21%
On-site ATMs
22%
On-site blood pressure machine
18%
On-site cafeteria
23%
On-site elder care fairs
2%
On-site fitness center
25%
On-site haircuts
1%
On-site lactation/mother’s room
34%
On-site massage therapy services
9%
On-site medical clinic
8%
On-site nap room
6%
On-site parenting seminars
2%
On-site parking
87%
On-site professional development opportunities
69%
On-site seasonal flu vaccinations
61%
On-site sick room
9%
On-site stress reduction program
10%
On-site vaccinations for infants/children
1%
On-site vegetable gardens
3%
Organization-sponsored sports teams
16%
Paid adoption leave
16%
Paid airline club membership
5%
Paid bereavement leave
87%
Paid child care expenses while an employee is on business travel
2%
Paid day off for employee’s birthday
8%
Paid dry cleaning while on business travel
15%
Paid family leave
21%
Paid health club fees while on travel
6%
Paid holidays
97%
Paid Internet access while on travel
61%
Paid jury duty above what is required by law
66%
Paid maternity leave
16%
Paid military leave
24%
Paid minibar snacks at the hotel
10%
Paid paternity leave
15%
Paid pay-per-view movies at the hotel
5%
Paid personal day(s)
22%
Paid pet care expenses while an employee is on business travel
1%
Paid sabbatical program
4%
Paid sick leave cash-out option
4%
Paid sick leave donation program
6%
Paid sick leave plan
34%
Paid time off cash-out option
19%
Paid time off donation program
15%
Continued on next page
2013 Employee Benefits | 66
Paid time off for volunteering
20%
Paid time off plan
52%
Paid time off to serve on the board of a community group or professional
association
18%
Paid travel expenses for dependent children
4%
Paid travel expenses for opposite-sex domestic partner
3%
Paid travel expenses for same-sex domestic partner
3%
Paid travel expenses for spouse
7%
Paid vacation cash-out option
9%
Paid vacation leave donation program
7%
Paid vacation plan
41%
Parental leave above any state FMLA leave
18%
Parental leave above federal FMLA leave
21%
Parking subsidy
11%
Paycards
17%
Payroll advances
19%
Per diem for meals
70%
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account
22%
Personal tax services
3%
Personal use of company-owned vehicles
24%
Pet health insurance
8%
Pets at work
5%
Pharmacy management program
16%
Point of service (POS) plan
19%
Postal services for employees
17%
Preferred provider organization (PPO)
86%
Prepared take-home meals
3%
Prescription drug program coverage
98%
Preventive programs specifically targeting employees with chronic health
conditions
42%
Professional development opportunities
88%
Professional license application or renewal fees
77%
Professional memberships
90%
Qualified transportation spending account
13%
Reimbursement for financial loss sustained from a home sale
7%
Reimbursement for personal telephone calls while on travel
44%
Reimbursement for taxicab or car service to and from airport
83%
Reimbursement of closing costs
10%
Reimbursement of shipping fees
20%
Reimbursement of realtor fees
10%
Religious accommodation paid holidays
16%
Relocation lump sum payment
32%
Rental assistance
6%
Rental car upgrades
15%
Continued on next page
67 | 2013 Employee Benefits
Renter insurance program
4%
Restricted stock options
10%
Results-only work environment (ROWE)
4%
Retention bonus (executive)
17%
Retention bonus (nonexecutive)
13%
Retiree health care coverage
23%
Retirement-preparation advice
43%
Rewards or bonuses for completing certain health and wellness programs
43%
Roth 401(k) savings plan
38%
Seasonal scheduling
19%
Self-defense training
4%
Service anniversary award
62%
Shift flexibility
19%
Shift premiums
43%
Short-term disability insurance
68%
Sign-on bonus (executive)
28%
Sign-on bonus (nonexecutive)
19%
Smoking cessation program
44%
Spot bonus
45%
Spouse relocation employment assistance
9%
Standing desk
13%
Stock appreciation rights (SARs)
3%
Subsidized child care center
3%
Subsidized child care program
4%
Subsidized cost of elder care
3%
Supplemental accident insurance
50%
Supplemental executive retirement plan (SERP)
9%
Take your parent to work day
1%
Take your pet to work day
2%
Telecommuting
58%
Telecommuting on a full-time basis
20%
Telecommuting on a part-time basis
36%
Telecommuting on an ad-hoc basis
45%
Temporary relocation benefits
22%
Transit subsidy
12%
Travel accident insurance
40%
Travel planning services
11%
Undergraduate educational assistance
61%
Unlimited paid sick time
3%
Unlimited paid time off
1%
Unlimited paid vacation time
1%
Unpaid sabbatical program
16%
Vacation purchase plan
5%
Vending machine snacks and beverages
50%
Continued on next page
2013 Employee Benefits | 68
Vision insurance
82%
Weight loss program
37%
Wellness programs
64%
Wellness publication
59%
Wellness resources and information
77%
Wholesale generic drug program for injectable drugs
20%
Source: 2013 Employee Benefits: A Research Report by SHRM
69 | 2013 Employee Benefits
Benefits Index
A
Accelerated death benefits, Table D-1, Table D-2
Access to backup child care services, Table F-1, Table F-2
Access to backup elder care services, Table F-1, Table F-2
Accidental death and dismemberment insurance, Table A-1, Table A-2
Acupressure/acupuncture medical coverage, Table A-1, Table A-2
AD&D. See Accidental death and dismemberment insurance
Adoption assistance, Table F-1, Table F-2
Alternating location arrangements, Table G-1, Table G-2
Alternative/complementary medical coverage, Table A-1, Table A-2
Assistance selling previous home, Table J-1, Table J-2
Automobile insurance program, Table D-1, Table D-2
Automatic enrollment into the defined contribution retirement plan, Table C-1,
Table C-2
Automatic escalation of salary deferral for defined contribution plans, Table C-1,
Table C-2
Automobile allowances for business use of personal vehicles, Table D-1, Table
D-2
B
Babies at work, Table F-1, Table F-2
Bariatric coverage for weight loss, Table A-1, Table A-2
Break arrangements, Table G-1, Table G-2
Bring child to work in emergency, Table F-1, Table F-2
Business cell phone or smart phone for personal use, Table D-1, Table D-2
Business travel benefits, Table K-1, Table K-2
C
Career counseling, Table I-1, Table I-2
Carpooling subsidy, Table D-1, Table D-2
Cash balance pension plan, Table C-1, Table C-2
2013 Employee Benefits | 70
Casual dress day
Every day, Table G-1, Table G-2
One day per week, Table G-1, Table G-2
Seasonal, Table G-1, Table G-2
Certification/recertification fees, Table I-1, Table I-2
Child care center
Consortium, Table F-1, Table F-2
Nonsubsidized, Table F-1, Table F-2
Subsidized, Table F-1, Table F-2
Child care referral service, Table F-1, Table F-2
Chiropractic insurance, Table A-1, Table A-2
CDHP. See Consumer-directed health care plan
College selection/referral, Table I-1, Table I-2
Community volunteer programs, Table L-1, Table L-2
Company-paid time off for group vacations, Table E-1, Table E-2
Company picnic, Table L-1, Table L-2
Company-purchased tickets, Table L-1, Table L-2
Compensation benefits. See Financial and compensation benefits
Compressed workweek, Table G-1, Table G-2
Concierge services, Table H-1, Table H-2
Consumer-directed health care plan, Table A-1, Table A-2
Contraceptive coverage, Table A-1, Table A-2
Cost-of-living differential, Table J-1, Table J-2
CPR training /first aid, Table B-1, Table B-2
Credit counseling service, Table D-1, Table D-2
Credit union, Table D-1, Table D-2
Critical illness insurance, Table A-1, Table A-2
Cross-training to develop skills not directly related to the job, Table I-1, Table I-2
D
Defined benefit pension plan
Frozen, Table C-1, Table C-2
Open to all employees, Table C-1, Table C-2
Defined contribution plan
Catch-up contributions, Table C-1, Table C-2
Debit card, Table C-1, Table C-2
Hardship withdrawals, Table C-1, Table C-2
Loans, Table C-1, Table C-2
Retirement savings plan, Table C-1, Table C-2
Target-date funds, Table C-1, Table C-2
Dental insurance, Table A-1, Table A-2
Dependent care flexible spending account, Table F-1, Table F-2
71 | 2013 Employee Benefits
Discount ticket services, Table L-1, Table L-2
Domestic partner benefits
Opposite-sex partners, Table F-1, Table F-2
Same-sex partners, Table F-1, Table F-2
Donations for participation in charitable events, Table D-1, Table D-2
Down payment assistance, Table J-1, Table J-2
Dry cleaning services, Table H-1, Table H-2,
E
EAP. See Employee assistance program
Educational loans for members of employees’ families, Table D-1, Table D-2
Educational scholarships for members of employees’ families, Table D-1, Table
D-2
Elder care. See also Subsidized cost of elder care
Assisted living assessments, Table F-1, Table F-2
In-home assessments, Table F-1, Table F-2
Leave above federal FMLA leave, Table E-1, Table E-2
Leave above any state FMLA leave, Table E-1, Table E-2
On-site fairs, Table F-1, Table F-2
Referral service, Table F-1, Table F-2
Elective procedures coverage, Table A-1, Table A-2
Emergency flexibility (fixed number of days off with pay for emergencies), Table
E-1, Table E-2
Employee assistance program, Table A-1, Table A-2
Employee computer purchase discounts (not a loan), Table D-1, Table D-2
Employee discount on company services, Table D-1, Table D-2
Employee keeps frequent flyer miles, Table K-1, Table K-2
Employee keeps hotel points, Table K-1, Table K-2
Employee referral bonus, Table D-1, Table D-2
Employee services benefits, Table H-1, Table H-2
Employee stock purchase plan, Table D-1, Table D-2
Employer contributions to HSAs, Table A-1, Table A-2
Employer match
Defined contribution retirement plan, Table C-1, Table C-2
Roth 401(k) savings plan, Table C-1, Table C-2
Employer-sponsored personal shopping discounts, Table H-1, Table H-2
English as a second language (ESL) classes, Table H-1, Table H-2
EPO. See Exclusive provider organization
ESL (English as a second language) classes, Table H-1, Table H-2
Exclusive provider organization, Table A-1, Table A-2
Executive club memberships, Table H-1, Table H-2
Experimental/elective drug coverage, Table A-1, Table A-2
2013 Employee Benefits | 72
F
Family-friendly benefits, Table F-1, Table F-2
Family leave
Above required federal FMLA leave, Table E-1, Table E-2
Above any state FMLA leave, Table E-1, Table E-2
Financial and compensation benefits, Table D-1, Table D-2
Financial advice
Group/classroom, Table D-1, Table D-2
One-on-one, Table D-1, Table D-2
Online, Table D-1, Table D-2
First or business class airfare
Domestic travel, Table K-1, Table K-2
International travel, Table K-1, Table K-2
Fitness center membership subsidy/reimbursement, Table B-1, Table B-2
Fitness equipment subsidy/reimbursement, Table B-1, Table B-2
529 plan, Table F-1, Table F-2
Flexible working benefits, Table G-1, Table G-2
Flextime, Table G-1, Table G-2
Flextime during core business hours, Table G-1, Table G-2
Flextime outside of core business hours, Table G-1, Table G-2
Floating holidays, Table E-1, Table E-2
Foreign language classes, Table H-1, Table H-2
Formal phased retirement program, Table C-1, Table C-2
Foster care assistance, Table F-1, Table F-2
Free coffee, Table H-1, Table H-2
Free computers for employees’ personal use, Table D-1, Table D-2
Free/discounted uniforms, Table H-1, Table H-2
Free or discounted home Internet service, Table D-1, Table D-2
Full flexible benefits plan, Table D-1, Table D-2
G
Gender reassignment surgery coverage, Table A-1, Table A-2
Geriatric counseling, Table F-1, Table F-2
Graduate educational assistance, Table D-1, Table D-2
H
Health and lifestyle coaching, Table B-1, Table B-2
Health care discounts
Premium discount for getting an annual health risk assessment, Table B-1,
Table B-2
Premium discount for not using tobacco products, Table B-1, Table B-2
73 | 2013 Employee Benefits
Premium discount for participating in a weight loss program, Table B-1, Table
B-2
Premium discount for participating in a wellness program, Table B-1, Table
B-2
Health care coverage costs
Dependent children, Figure 1
Dependent grandchildren, Figure 1
Full-time employees, Figure 1
Foster children, Figure 1
Nondependent children, Figure 1
Opposite-sex domestic partners, Figure 1
Part-time employees, Figure 1
Same-sex domestic partners, Figure 1
Spouses, Figure 1
Health care premium flexible spending account, Table A-1, Table A-2
Health fairs, Table B-1, Table B-2
Health maintenance organization, Table A-1, Table A-2
Health reimbursement arrangements, Table A-1, Table A-2
Health savings accounts, Table A-1, Table A-2
Health screening programs, Table B-1, Table B-2
HMO. See Health maintenance organization
Home buyout program, Table J-1, Table J-2
Home insurance program, Table J-1, Table J-2
Hospital indemnity insurance, Table A-1, Table A-2
Housing and relocation benefits, Table J-1, Table J-2
Housing counseling, Table J-1, Table J-2
HRA. See Health reimbursement arrangements
HSAs. See Health savings accounts
I
Incentive bonus plan
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Incentive stock options, Table D-1, Table D-2
Indemnity plan (fee-for-service), Table A-1, Table A-2
Individual investment advice offered one-on-one, Table C-1, Table C-2
Infertility treatment coverage
In vitro fertilization, Table A-1, Table A-2
Other, Table A-1, Table A-2
Informal phased retirement program, Table C-1, Table C-2
Investment advice
Group/classroom, Table C-1, Table C-2
2013 Employee Benefits | 74
One-on-one, Table C-1, Table C-2
Online, Table C-1, Table C-2
Intensive care insurance, Table A-1, Table A-2
ISOs. See Incentive stock options
J
Job sharing, Table G-1, Table G-2
L
Lactation/mother’s room, Table F-1, Table F-2
Lactation support services, Table F-1, Table F-2
Laser-based vision correction coverage, Table A-1, Table A-2
Leave benefits, Table E-1, Table E-2
Legal assistance/services, Table H-1, Table H-2
Life insurance
Company-paid group, Table D-1, Table D-2
Dependents, Table D-1, Table D-2
Loans for employees to purchase personal computers, Table D-1, Table D-2
Loans to employees for emergency/disaster assistance, Table D-1, Table D-2
Location visit assistance, Table J-1, Table J-2
Long-term care insurance, Table A-1, Table A-2
Long-term disability insurance, Table A-1, Table A-2
Low-/no-interest loans to employees for non-emergency situations, Table D-1,
Table D-2
M
Mail-order prescription program, Table A-1, Table A-2
Matching employee charitable contributions, Table D-1, Table D-2
Mealtime flex, Table G-1, Table G-2
Medical flexible spending accounts, Table A-1, Table A-2
Mental health coverage, Table A-1, Table A-2
Mentoring program, Table I-1, Table I-2
Mini-med health plan, Table A-1, Table A-2
Mortgage assistance, Table J-1, Table J-2
Mortgage insurance, Table J-1, Table J-2
N
Nonqualified stock options, Table D-1, Table D-2
Noncash companywide performance awards, Table L-1, Table L-2
Nutritional counseling, Table B-1, Table B-2
O
Off-site professional development opportunities, Table I-1, Table I-2
On-ramping programs
75 | 2013 Employee Benefits
Family members dealing with elder care issues, Table F-1, Table F-2
Parents re-entering the workforce, Table F-1, Table F-2
On-site services
ATMs, Table H-1, Table H-2
Blood pressure machine, Table B-1, Table B-2
Cafeteria, Table H-1, Table H-2
Elder care fairs, Table F-1, Table F-2
Fitness center, Table B-1, Table B-2
Fitness classes, Table B-1, Table B-2
Haircuts, Table H-1, Table H-2
Lactation/mother’s room, Table F-1, Table F-2
Massage therapy services, Table B-1, Table B-2
Medical clinic, Table B-1, Table B-2
Nap room, Table B-1, Table B-2
Parenting seminars, Table F-1, Table F-2
Professional development opportunities, Table I-1, Table I-2
Sick room, Table B-1, Table B-2
Stress reduction program, Table B-1, Table B-2
Vaccinations, Table B-1, Table B-2, Table F-1, Table F-2
Vegetable garden, Table B-1, Table B-2
Organization-sponsored sports teams, Table H-1, Table H-2
P
Paid adoption leave, Table E-1, Table E-2
Paid airline club membership, Table K-1, Table K-2
Paid bereavement leave, Table E-1, Table E-2
Paid child care expenses while employees are on business travel, Table K-1, Table
K-2
Paid day off for employee’s birthday, Table E-1, Table E-2
Paid dry cleaning while on business travel, Table K-1, Table K-2
Paid family leave, Table E-1, Table E-2
Paid health club fees while on travel, Table K-1, Table K-2
Paid holidays, Table E-1, Table E-2
Paid Internet access while on travel, Table K-1, Table K-2
Paid jury duty above what is required by law, Table E-1, Table E-2
Paid maternity leave, Table E-1, Table E-2
Paid military leave, Table E-1, Table E-2
Paid minibar snacks at the hotel, Table K-1, Table K-2
Paid paternity leave, Table E-1, Table E-2
Paid pay-per-view movies at the hotel, Table K-1, Table K-2
Paid personal day(s), Table E-1, Table E-2
2013 Employee Benefits | 76
Paid pet care expenses while employees are on business travel, Table K-1, Table
K-2
Paid sick leave cash-out option, Table E-1, Table E-2
Paid sick leave donation program, Table E-1, Table E-2
Paid sick leave plan, Table E-1, Table E-2
Paid time off cash-out option, Table E-1, Table E-2
Paid time off donation program, Table E-1, Table E-2
Paid time off for volunteering, Table E-1, Table E-2
Paid time off plan, Table E-1, Table E-2
Paid time off to serve on the board of a community group or professional association, Table E-1, Table E-2
Paid travel expenses for dependent children, Table K-1, Table K-2
Paid travel expenses for opposite-sex domestic partner, Table K-1, Table K-2
Paid travel expenses for same-sex domestic partner, Table K-1, Table K-2
Paid travel expenses for spouse, Table K-1, Table K-2
Paid vacation cash-out option, Table E-1, Table E-2
Paid vacation leave donation program, Table E-1, Table E-2
Paid vacation plan, Table E-1, Table E-2
Parental leave
Above required federal FMLA leave, Table E-1, Table E-2
Above any state FMLA leave, Table E-1, Table E-2
Parking
On-site, Table D-1, Table D-2
Subsidy for, Table D-1, Table D-2
Paycards, Table H-1, Table H-2
Payroll advances, Table D-1, Table D-2
Per diem for meals, Table K-1, Table K-2
Permit conversion of funds in traditional 401(k) account into Roth 401(k)
account, Table C-1, Table C-2
Personal use of company-owned vehicles, Table D-1, Table D-2
Personal tax services, Table D-1, Table D-2
Pet health insurance, Table H-1, Table H-2
Pets at work, Table L-1, Table L-2
Pharmacy management program, Table A-1, Table A-2
Point of service (POS) plan, Table A-1, Table A-2
Postal services for employees, Table H-1, Table H-2
PPO. See Preferred provider organization
Preferred provider organization, Table A-1, Table A-2
Prepared take-home meals, Table H-1, Table H-2
Prescription drug program coverage, Table A-1, Table A-2
Preventive health and wellness benefits, Table B-1, Table B-2
77 | 2013 Employee Benefits
Preventive programs specifically targeting employees with chronic health conditions, Table B-1, Table B-2
Professional development opportunities, Table I-1, Table I-2
Professional license application or renewal fees, Table I-1, Table I-2
Professional memberships, Table I-1, Table I-2
Q
Qualified transportation spending account, Table D-1, Table D-2
R
Reimbursement for financial loss sustained from a home sale, Table J-1, Table
J-2
Reimbursement
Closing costs, Table J-1, Table J-2
Mileage, Table K-1, Table K-2
Personal telephone calls while on travel, Table K-1, Table K-2
Realtor fees, Table J-1, Table J-2
Shipping fees, Table J-1, Table J-2
Taxicab or car service to and from airport, Table K-1, Table K-2
Religious accommodation paid holidays, Table E-1, Table E-2
Relocation lump sum payment, Table J-1, Table J-2
Rental assistance, Table J-1, Table J-2
Rental car upgrades, Table K-1, Table K-2
Renter insurance program, Table J-1, Table J-2
Restricted stock options, Table D-1, Table D-2
Results-only work environment, Table G-1, Table G-2
Retention bonus
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Retiree health care coverage, Table A-1, Table A-2
Retirement-preparation advice, Table C-1, Table C-2
Retirement savings and planning benefits, Table C-1, Table C-2
Rewards or bonuses for completing certain health and wellness programs, Table
B-1, Table B-2
Roth 401(k) savings plan, Table C-1, Table C-2
ROWE. See Results-only work environment
S
Sabbatical program
Paid, Table E-1, Table E-2
Unpaid, Table E-1, Table E-2
SARs. See Stock appreciation rights
Seasonal scheduling, Table G-1, Table G-2
2013 Employee Benefits | 78
Self-defense training, Table H-1, Table H-2
SERP. See Supplemental executive retirement plan
Service anniversary award, Table D-1, Table D-2
Shift flexibility, Table G-1, Table G-2
Shift premiums, Table D-1, Table D-2
Short-term disability insurance, Table A-1, Table A-2
Sign-on bonus
Executive, Table D-1, Table D-2
Nonexecutive, Table D-1, Table D-2
Smoking cessation program, Table B-1, Table B-2
Spot bonus, Table D-1, Table D-2
Spouse relocation employment assistance, Table J-1, Table J-2
Standing desk, Table B-1, Table B-2
Stock appreciation rights, Table D-1, Table D-2
Subsidized child care program, Table F-1, Table F-2
Subsidized cost of elder care, Table D-1, Table D-2
Supplemental accident insurance, Table A-1, Table A-2
Supplemental executive retirement plan, Table C-1, Table C-2
T
Take your child to work day, Table L-1, Table L-2
Take your parent to work day, Table L-1, Table L-2
Take your pet to work day, Table L-1, Table L-2
Telecommuting
Telecommuting on an ad-hoc basis, Table G-1, Table G-2
Telecommuting on a full-time basis, Table G-1, Table G-2
Telecommuting on a part-time basis, Table G-1, Table G-2
Temporary relocation benefits, Table J-1, Table J-2
Transit subsidy, Table D-1, Table D-2
Travel accident insurance, Table K-1, Table K-2
Travel planning services, Table H-1, Table H-2
24-hour nurse line, Table B-1, Table B-2
U
Undergraduate educational assistance, Table D-1, Table D-2
Unlimited paid sick time, Table E-1, Table E-2
Unlimited paid time off, Table E-1, Table E-2
Unlimited paid vacation time, Table E-1, Table E-2
V
Vacation purchase plan, Table E-1, Table E-2
Vacations. See Company-paid time off for group vacations; Paid vacation cash
out option; Paid vacation leave donation program; Paid vacation plan
79 | 2013 Employee Benefits
Vaccinations, on-site, Table B-1, Table B-2, Table F-1, Table F-2
Vegetable garden, on-site, Table B-1, Table B-2
Vending machine snacks and beverages, Table H-1, Table H-2
Vision insurance, Table A-1, Table A-2
W
Weight loss program, Table B-1, Table B-2
Wellness programs, Table B-1, Table B-2
Wellness publication, Table B-1, Table B-2
Wellness resources and information, Table B-1, Table B-2
Wholesale generic drug program for injectable drugs, Table A-1, Table A-2
2013 Employee Benefits | 80
Endnotes
1.
SHRM’s Health Care Resource Page is also a one-stop resource for more
information on this law, with all of the latest articles, stories, videos,
webcasts and advocacy efforts surrounding health care reform. Please visit
www.shrm.org/healthcare.
2.
Family and Work Institute & Society for Human Resource Management.
(2011). Workplace Flexibility in the United States: A Status Report. Retrieved
fromhttp://familiesandwork.org/site/research/reports/www_us_workflex.
pdf.
3.
To learn more about SHRM’s Workplace Flexibility Initiative, please visit
www.shrm.org/Advocacy/Issues/WorkplaceFlexibility.
4.
Society for Human Resource Management. (2012, November). 2012
Employee Job Satisfaction and Engagement: A research report by SHRM.
Alexandria, VA: Society for Human Resource Management.
5.
Health Affairs. (2010). Workplace Wellness Programs Can Generate
Savings. Retrieved March 1, 2012, fromhttp://content.healthaffairs.org/
content/29/2/304.abstract.
6.
U.S. Census Bureau. (2011). Commuting in the United States: 2009.
Retrieved from www.census.gov/prod/2011pubs/acs-15.pdf.
7.
Ibid.
8.
SHRM Human Capital Benchmarking Database (2012).
9.
HR professionals were asked to indicate whether their organizations offer a
paid time off plan OR a paid vacation plan, paid sick leave plan and/or paid
personal leave.
10.
Bureau of Labor Statistics. (2012). Families with own children: Employment
status of parents by age of youngest child and family type, 2010-2011 annual
averages. Retrieved from www.bls.gov/news.release/famee.t04.htm.
11.
National Alliance for Caregiving and AARP. (2009). Caregiving in the U.S.
Retrieved from www.caregiving.org/data/CaregivingUSAllAgesExecSum.
pdf.
12.
Society for Human Resource Management. (2012, November). 2012
Employee Job Satisfaction and Engagement: A research report by SHRM.
Alexandria, VA: Society for Human Resource Management.
13.
Families and Work Institute and the Society for Human Resource
Management. (2011). When Work Works. Alexandria, VA: Families and Work
Institute and the Society for Human Resource Management
81 | 2013 Employee Benefits
Additional SHRM Resources
Survey and Poll Findings
How are other organizations handling an HR issue that your organization is
facing? Get the information that you need to make informed decisions about
HR policies, practices and business strategies through SHRM’s survey and
poll findings. Data on new HR and business topics are released regularly at
www.shrm.org/surveys
Key research reports released annually include the Employee Job Satisfaction
and Engagement Research Report, which tracks year-to-year changes in aspects
of the work environment related to job satisfaction and employee engagement.
Employee perspectives about the importance of workplace factors to overall job
satisfaction are also assessed.
The Ongoing Impact of the Recession series examines topics such as recruiting
and skills gaps, organizational financial health and hiring, and global competition and hiring strategies. In addition to providing overall results for U.S.
organizations, results are broken out into eight industry-level reports.
Labor Market and Economic Data
Need data on what’s really happening in the job market? The monthly SHRM
Leading Indicators of National Employment (LINE) Employment Report covers
the service and manufacturing sectors on key areas for recruiting, including hiring expectations, month-to-month data on new-hire compensation changes and
the only published measure of recruiting difficulty of highly qualified candidates
for the most critical positions. www.shrm.org/line
The SHRM Jobs Outlook Survey (JOS) Report examines hiring and recruiting
trends twice annually in the United States. It is based on a survey of more than
400 public- and private-sector human resource professionals with a direct role
in the staffing decisions at their respective companies. www.shrm.org/jos
SHRM’s Metro Economic Outlook reports provide comprehensive analyses
of the economies of the largest metropolitan areas in the United States.
The reports include data from SHRM, the private sector and the government, as well as insights from experts in each metro area’s economy.
www.shrm.org/metrooutlook
2013 Employee Benefits | 82
Workplace Trends and Forecasting
Want to learn more about key trends affecting the workplace and the HR profession? The latest SHRM Workplace Forecast: The Top Workplace Trends According to HR Professionals report examines the trends in demographics, economics,
public policy, globalization and technology that HR professionals think will have
the biggest strategic impact on their organizations and the HR profession in the
years ahead. www.shrm.org/trends
Future Insights: Top Trends According to SHRM’s HR Subject Matter Expert
Panels Report highlights key HR-related topics and trends, as seen by subject
matter experts from SHRM’s Special Expertise Panels. www.shrm.org/trends
Customized Benchmarking Reports*
Need metrics? We have more than 500 benchmarks categorized by the
seven reports listed below and a database of 10,000 organizations. Customize the output for your report based on industry, employee size and more.
www.shrm.org/benchmarking
• Human Capital Benchmarking (our most popular report)
• Job Satisfaction and Employee Engagement Benchmarking
• Employee Benefits Prevalence Benchmarking
• Health Care Benchmarking
• Retirement and Welfare Benchmarking
• Families and Work Institute’s Workplace Effectiveness and Flexibility Benchmarking
• Paid Leave Benchmarking
Employee Engagement Survey Service*
How engaged are your employees? SHRM will help you find out through People
InSight, our job satisfaction and engagement survey service. Results are provided by individual department and overall employee population, and benchmarked
against overall norms, including industry and organization staff size, in SHRM’s
database of 10,000 employees. www.shrm.org/peopleinsight
Research Concierge Service*
Have a unique or complex HR research challenge—but lack the time, expertise
or resources to research it yourself? Let SHRM do the hard work—collecting,
analyzing and organizing the information you need to make smart, evidencebased decisions for your organization. www.shrm.org/researchconcierge
Customized Research Services*
What do HR professionals think? Access the world’s largest global community
of HR professionals for custom survey research projects. SHRM develops the
survey questions in conjunction with your organization; administers the survey
to a random sample of SHRM members, analyzes the data and prepares the
final results. Examples of recent projects include workplace wellness initiatives,
employee recognition programs, hiring veterans with disabilities, employee
benefits and diversity. www.shrm.org/customizedresearch
* Fee-based services
83 | 2013 Employee Benefits
Acknowledgments
Project leader
Shawn Fegley, researcher
SHRM project contributors
Alexander Alonso, Ph.D., SPHR, vice president,
SHRM Research
Evren Esen, manager, SHRM Survey Research Center
Mark Schmit, Ph.D., SPHR, executive director,
SHRM Foundation
Copy editing
Katya Scanlan, copy editor
Design
Terry Biddle, senior design specialist
This report is published by the Society for Human Resource
Management (SHRM). All content is for informational
purposes only and is not to be construed as a guaranteed
outcome. The Society for Human Resource Management
cannot accept responsibility for any errors or omissions or
any liability resulting from the use or misuse of any such
information.
© June 2013 Society for Human Resource Management. All
rights reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form
or by any means, electronic, mechanical, photocopying,
recording or otherwise, without the prior written permission of the Society for Human Resource Management.
SHRM members can download this research report and
many others free of charge at www.shrm.org/surveys. If you
are not a SHRM member and would like to become one,
please visit www.shrm.org/application.
Affordable Customized Benchmarking Reports
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Average
Pension
Per- Benefits Preventive Health and fiscal year Number of paid holidays per year for full-time employees Percentage of organizations
fering
paid
bereavement
leave
to
full-time
employees
Maximum
number of paid sabbatical days
Wellness
Benefits
Retirement
Savings
and401(k)
Planning
Benefits Financial and Compensation Benefits
Deductible for Employee-Onlycentage
Coverage
Co-pay for In-Network
Primary
Care
Office Visits
Employof Traditional
Career Average
Pension
Length
of CliffforVesting
Period
Employer
available to eligible employees Percentage of organizations offering paid military leave Percent
Leave Benefits
Benefits Flexible
WorkingEmployer
Benefits Personal Services Benefits
ee-Only Coverage Employer Contribution
to Health
Account
Match 401(k),
403(b)Savings
or Similar
Prevalence
Rates Family-friendly
Percentage of Organizations
Providing
of
organizations
offering
paid
maternity
leave
Percentage
of
organizations
offering a PTO plan
Housing
and benchmarking
Relocation
BenefitsofBusiness
Travel Providing
Benefits
Health
and Welfare
Benefits Preventive
Contribution
Graded Vesting Period
Cliff Vesting
Period Percentage
Organizations
Re- going
Fill the
gap between
expensive
services
and
it alone.
SHRM offers customized benchmarking
Health and Wellness Benefits Retirement Savings and Planning Benefits Financial and
tiree Health Care
Compensation
Benefits
Leave Benefits Family-friendly
Benefits against
Flexible Working
Benefitsthan
Personal400 metrics in employee benefits
reports that can help youServices
and Benefits
your
organization
benchmark
more
Housing and Relocation Benefits Business Travel Benefits
SHRM
Human Capital
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SHRM
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prevalence, health care, human capital, job satisfaction and employee engagement, retirement and welfare, workplace
effectiveness and flexibility, and paid leave. Visit our website at www.shrm.org/benchmarks or call 703-535-6366.
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