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1、insightsfrom theexpertsUS BenefitsTrend Report 2023 2023 NFP US Benefits Trend Report :1 Table of ContentsA Letter from Kim .2Key Takeaways .4Holistically Mitigating the Effects of Cumulative Stress.6Balancing Employee Needs:Aligning Culture and Benefits for Better Results .18Maintaining Affordable

2、Benefits:Cost-Effective Strategies and Solutions to Reign In Rising Costs .32Plan Benchmarking Data Snapshot.46About the Data .57About the Experts.582 :2023 NFP US Benefits Trend ReportA Letter from KimIn the face of economic uncertainty,employers remain driven by opportunities to provide comprehens

3、ive benefit solutions that positively impact their employees lives.There are challenges,including ongoing turmoil in the labor market,a world working to fully recover from a global pandemic and intense pressure to reduce costs.But there is tremendous value for employers that take a more proactive ap

4、proach to caring for and supporting their employees.NFP continues to help clients achieve better out-comes by guiding their re-evaluation of what it takes to provide affordable,comprehensive benefit solutions.We reiterated this commitment earlier this year with the launch of our Human Capital Soluti

5、ons business,which rep-resents our focus on providing integrated and sustainable solutions,especially in an environment with no shortage of obstacles.The NFP US Benefits Trend Report is a central ele-ment of our efforts.The insight and solutions we offer are informed by an understanding of whats hap

6、pening in the world,what employers are trying to accomplish and the barriers in their way.From there,we help employers better align benefits with employee wants and needs,develop strategies to contain costs and demonstrate a genuine care for the holistic well-being of their workforce.With data we co

7、llected from thousands of employers across all industries as well as perspectives from our team of experts,this report:Examines the challenges employers are facing.Empowers employers to navigate complexity with actionable insights.Provides recommendations and solutions from a trusted partner.We are

8、taking another step forward to help employ-ers create personalized benefit offerings that elevate employee satisfaction,productivity,well-being and engagement,and the overall success of your organization.Were also enhancing competitiveness for organizations striving to be destinations for top talent

9、.I want to thank everyone who contributed to the NFP US Benefits Trend Report.Their passion for serving clients keeps us moving forward.We thank you for your commitment to improving the present and look forward to collaborating with you in the future.With gratitude,Kim BellExecutive Vice PresidentHe

10、ad of Health&Benefits 2023 NFP US Benefits Trend Report :3 4 :2023 NFP US Benefits Trend Report24%of employees feel their benefits completely meet their needs.95%of workers are worried about the economic situation in the US.63%of employees would purchase life insurance with LTC if their employer off

11、ered it to them and the price was right.BUY NOWKey Takeaways 2023 NFP US Benefits Trend Report :5 39%of workers completely understand their benefits.55%of workers aged 18 34 consider training and skill development to be a critical or important benefit.74%of employers do not offer family caregiver le

12、ave.48%of employers are concerned with increasing pharmacy costs and their affordability.6 :2023 NFP US Benefits Trend ReportHolistically Mitigating the Effects of Cumulative Stress.Stress is an inherent part of life and work and a natural reaction to pressure from challenges.In a professional,norma

13、tive work environment,an ideal amount of stress typically results in happier,more engaged workers.When healthy employees face healthy stressors such as deadlines,challenging work responsibilities and interactions with customers and co-workers,they tend to respond positively and productively.1Stress:

14、A state of mental or emotional strain or tension result-ing from adverse or very demanding circumstances.Eustress:Moderate or normal psychological stress,interpreted as being beneficial.Distress:Extreme anxiety,sorrow or pain.2023 NFP US Benefits Trend Report :7 8 :2023 NFP US Benefits Trend ReportK

15、eeping organizational stress at an optimal level is good for business.However,it should be noted that at any given moment,a wide array of stressors,originating both in and outside of work,are having a cumulative effect on employees.There are social stressors in play,such as difficult friendships or

16、family situations.There are financial stressors,which affect the vast majority of the working population and remain mostly constant.There are also health-related stressors from illness or injury.There is even stress associated with social isolation and loneliness,which the Surgeon General of the Uni

17、ted States has recently iden-tified as an epidemic with a mortality impact similar to that of smoking 15 cigarettes a day.1 Although a certain amount of stress is helpful,there is a tipping point where stress can accumulate and become a health and safety issue,and require intervention.In a siloed en

18、vironment like the workplace,if a healthy employee is impacted by poor communication,unattainable deadlines or an unreasonable workload,their performance could be noticeably affected.Attuned managers could intervene by reducing the workload,extending deadlines or resetting expectations.They could fu

19、rther brainstorm with workers to help them better prioritize their efforts.Such actions could quickly lower stress levels,head off burnout and depression,and significantly lessen the risk of turnover.However,for most people,stress accumulates from concerns both in and outside of the workplace.When w

20、ork-ers are in chronically stressful situations,the cumulative effects can have a significant impact on mental well-being.As there is no definitive line separating life priorities and responsibilities from work priorities and responsibilities,stress from things like caregiving,finances,significant l

21、ife changes or physical and mental ailments integrate with workplace stressors like untenable workloads,ineffective processes or lack of colleague support.For employers that dont take this notion of cumula-tive stress into account,any effort to enhance the employee experience through benefit offerin

22、gs may go unnoticed against the backdrop of combined personal and workplace struggles.Therein lies the challenge and the opportunity.44%57%61%40%35%Retain existingemployeesAttract newemployeesSupport employeespersonal livesReward employeesSupport employeesprofessional livesFigure 1:Why Workers Belie

23、ve EmployersOfer BeneftsFigure 2:Extent to Which Employees Feel TheirBenefts Meets Their Needs24%61%15%Not at allMostlyCompletelyRespondents were asked to select all that apply.2023 NFP US Benefits Trend Report :9 Employers have a vested interest in and a duty of care to help keep employee stress le

24、vels in check,whether that stress is work or home related.When high stress occurs within a team and is sustained for any length of time,the well-being and effectiveness of the individuals involved are put at risk.Given that stress is a natural human reaction that manifests when we face pressure from

25、 changes and chal-lenges,it is no surprise that its effects are expressly salient in the workplace.The modern workforce strives for better balance across their work and personal lives.Employers with a sense of whats affecting employees outside of work can do several things to better meet these needs

26、 while continuing to foster a professional culture of engagement and produc-tivity.Updating benefit offerings and well-being initiatives to suit the expectations of a post-pandemic workforce better are just two of them.Fight Burnout Through Candid Communication People are the most important determin

27、ing factor in an organizations success,and anything that affects their health and well-being directly impacts productivity,engagement and motivation.When demands at work and home exceed a persons capacity to respond,stress can quickly compound,causing problems.As symptoms like exhaustion and irritab

28、ility start to weigh down an employee,their risk for burnout dramatically increases.Without relief,these conditions can lead to turnover.According to Maria Trapenasso,SVP,National Practice Leader,Human Capital Solutions,“Employees today face many stressors demanding work schedules,perfor-mance goals

29、 and objectives,taking care of kids and aging parents,to name just a few.Many of these employees,if theyre not allowed to share these challenges safely and transparently with their employer,will either underperform or burn out trying to keep up with work demands.”The first line of defense against th

30、is outcome?Managers.If managers are not paying attention and the employee has no outlet to communicate what theyre experiencing,employees will feel trapped,and the pros-pect of quitting becomes inevitable.Conversely,training managers to prioritize communication can help prevent burnout and turnover.

31、“Creating a performance management culture of frequent touchpoints and dialogue can help managers identify when an employee is struggling,”says Trapenasso.Opening a dialog allows employees to share their strug-gles,providing a valuable forum for employers to listen and collaborate to find tangible s

32、olutions.Investing in communication is a win for both parties.Employees who feel that their employers care about their well-being and familial responsibilities tend to appreci-ate their employer and stay with the organization longer.Whats more,once a proper communication cadence is established,manag

33、ers can focus on balancing the employ-ees needs with organizational expectations and work on ways to improve their overall well-being.The modern workforce strives for better balance across their work and personal lives.10 :2023 NFP US Benefits Trend Report21%27%31%22%One that ofers its employees ahy

34、brid work arrangementOne that gives employees the opportunityto set their own work schedulesOne that allows employees to work fully remoteAny of the above21%23%51%6%32%We ofer our employees ahybrid work arrangementWe allow our employeesto work fully remoteWe give our employees the opportunityto set

35、their own work schedulesOtherWe did not implementany permanent changesFigure 3a:Most Attractive Workplace,According to EmployeesFigure 3b:Workplace Flexibility Initiatives Implemented in the Past Year“One effective approach our Human Capital Solutions team has recommended to clients is allowing empl

36、oyees to create flexible work schedules,”says Trapenasso.“When our team goes into an organization and assesses its workforce through demographics and other analyses,we get a sense of whats important to them,how the entire company works together,and how they communicate.This helps to inform what type

37、 of flexible work arrangement is appropri-ate and efficient for an organization.”Reflexively decreasing the workload or offloading expectations at the first sign of burnout is often viewed as the only solution.However,communicating to collab-oratively explore potential schedule and workflow timing c

38、hanges may alleviate the problem by giving the employee more flexibility.Embrace Flexibility Beyond Hybrid Work As flexibility is a big help for struggling employees,demand for it continues to rise.This is most often seen in the form of flexible work arrangements that allow employees greater control

39、 over their schedule,permitting them to work when theyre at their best while still meeting deadlines and servicing clients.It further allows them to commit to responsibilities at home as caregivers or heads of house-hold while better managing their responsibilities at work.However,employers should l

40、ook beyond scheduling when seeking ways to provide flexibility for employees.As Deb Smolensky,SVP,Global Practice Leader,Well-Being and Engagement,asserted in NFPs 2022 Trend Report,factors impacting employees at home and work are never mutually exclusive.On the contrary,their impact is felt concurr

41、ently.Therefore,any solution to improve Respondents were asked to select all that apply.2023 NFP US Benefits Trend Report :11 employee well-being must be focused through a holistic lens of life/work integration.While flexible scheduling is a game changer for many,flexibility as an institutional norm

42、 goes beyond where employees work.“When we talk about life-work harmony and implementing measures like flexible work arrangements to keep stress levels down,we also need to consider offering benefits that address personal things like family caregiving responsibilities and mental health support,”says

43、 Smolensky.Employers focused on supporting employee needs may note a difference in the prioritization of mental health spending.As Smolensky observes,“One of the surpris-ing things in our trend data this year is that about half of employees reported spending between$500 and$6,000 in 2022 on mental h

44、ealth services.This is an incredible invest-ment that employees are making in their mental health.And at a time when its reported that 95%of respondents are concerned about the economic situation in the US.”Although the NFP survey indicated that 72%of employers do not plan to add additional mental h

45、ealth support,its clear that this is an opportunity for them to ease employees cost burden.This could be done by exploring expanded services within the current offering to better support employee out-of-pocket spend.As employees proactively spend significant dollars on mental health services,its cle

46、ar that theyre willing to invest in the care they need to improve their well-being.Employers should follow their lead.Such an investment shows that an organization cares and is fully committed to its employees.In addition,the significant benefits of such a small investment have the potential to pay

47、dividends.In addition to opportunities to expand mental health resources,employee benefit enhancements are being considered by many employers aiming to meet diversity,equity,inclusion and belonging policy objectives.A few areas where employers are investing:Supporting family planning and health thro

48、ugh fertility support benefits and other policies.Addressing population health concerns for employ-ees living in geographical areas with limited access to quality care providers.Designing uniform innovative solutions using current funding tools like limited scope healthcare reim-bursement accounts.T

49、he most effective implementation of these strate-gies requires an integrated,non-fragmented approach that combines HR policies with mental health and well-being strategies.These should be supported by value-based medical/Rx designs and data analytics with key perfor-mance metrics identified to valid

50、ate performance.We understand the importance ofemployee work/life balance and areworking to create a more employeecentric workplaceOur organization has considered creating new initiatives to better support our employees,but we have made very little progressWe require employees to be on site,and empl

51、oyees want more fexibility that we just are not able to provide19%20%61%Figure 4:Employer Company Support for Employees18%21%23%18%9%3%2%6%$0$1-$500$501-$1,500$1,501-$3,000$3,001-$6,000$6,001-$10,000$10,001+UnsureFigure 5:2022 Mental Health Services Spending12 :2023 NFP US Benefits Trend Report“Expa

52、nding employee assistance programs,provid-ing greater access to virtual behavioral health,offering mental health days,and introducing mental resilience training are but a few of the levers employers can pull to help their employees reduce stress,”says Smolensky.“When the data shows that employees ar

53、e already investing in their well-being,employers of choice are taking notice and doing the same.”In a competitive job market where money is tight due to various economic factors,being flexible enough to adjust budget plans to include such an investment could mean the difference between providing an

54、 okay employee experience and a superior one that attracts and retains success.Address Financial Well-Being Head OnEven during strong economic periods,financial concerns are the primary source of employee stress.Amid one of the most uncertain economic environments in years,those concerns have prolif

55、erated,increasing pressure on work-ers.Factor in concurrent decreases in mental and physical health,and it becomes clear that employees overall wellness or,more appropriately,their holistic health is at significant risk.As many employers have been shifting towards a care-based well-being strategy fo

56、cused on a committed interest in employees holistic health,this downward trend in phys-ical and mental health is concerning.While the economys battle with inflation shows no signs of relenting,employers should be paying strict attention to the effects that long-term financial instability is inflicti

57、ng on their workers.Financial stress doesnt just impact physical and mental health,it also impacts work performance and can compel employees to make poor or impetuous decisions.For example,some may feel compelled to alter their benefit selection toward the lowest-cost medical/Rx plan,which usually m

58、eans a significantly higher deductible and out-of-pocket expense.Others may rush through elective surgeries if they feel they might lose their benefits,which could cause unintended leave and absence management costs.Either way,boosting financial wellness is more Benefits of Investing in Mental Healt

59、h Builds a strong brand Retains,attracts and cares for employees Empowers employees Boosts productivity and performance Lowers all-around healthcare costs Reduces sickness and absenteeism Builds a more connected and compassionate workplace 2023 NFP US Benefits Trend Report :13 27%10%40%22%1%Figure 8

60、:Employer Concern about US EconomyExtremely concernedVery concernedModerately concernedSlightly concernedNot at all concerned2%18%9%1%1%1%70%Employer is self-funded$0-$500$501-$1,500$1,501-$3,000$3,001-$6,000$6,001+UnsureFigure 6:2022 Overall Mental Health Employer Spend Per Employee6%6%14%5%1%6%72%

61、Ofering EAPExpanding visits in current EAPTelebehavioral throughmedical insuranceTelebehavioral through third-partyHealth Stigma Reduction TrainingOtherWe do not plan to addadditional supportFigure 7:Plan to Add Additional Support forMental Health in 2023Figure 9:Are Employees Financially Healthy?Th

62、e 28%variance is the largest of all the perception gaps relative to employee well-being.55%of EmployeesSay Yes83%of EmployersSay Yes(MetLife2)95%of workers are worried about the economic situation in the US.Respondents were asked to select all that apply.14 :2023 NFP US Benefits Trend Reportimportan

63、t to business than ever.“All employers should be taking note of the connection between financial worries and mental health,”says Kim Bell,EVP,head of Health and Benefits.“Everything is trending in the wrong direction,and employees are feeling the crunch.”Younger workers especially have been subject

64、to the pains of living in increasingly chaotic financial times.Workers aged 18 34 have run the gamut of economic stressors since the Great Recession of late 2007 through 2009.Having sur-vived COVID-19,theyre now subject to the highest inflation rate in 40 years.In the financial present,theyre strugg

65、ling with monthly expenses and setting aside money for emer-gency savings.With an eye towards the far-off future,theyre doing their best to prioritize retirement savings.“There is a growing expectation that the employer will provide employees with the financial tools they need,”says Bell.“Given the

66、distinct connection between money worries and bottom-line performance,things like produc-tivity,attendance and engagement,employers need to demonstrate that they genuinely care and have tools and resources in place to help employees with their finan-cial situation.”Offering different points of entry

67、 so an employee can tailor their voluntary benefit selection to their unique needs can help reduce some of the stress associated with financial uncertainty by acting as a safety net.Several types of benefits are geared directly at long-term financial well-being,such as accident and critical illness,

68、life insur-ance and long-term care,and financial planning services.Other benefits work to target short-term stress,lending even more personalization for the individual.Things like student loan debt repayment,identity theft coverage,and pre-paid legal services can increase employee satisfaction and b

69、e the difference maker when someone is deciding to leave or join a team.“Were seeing new players in the voluntary benefits market transforming what personalization can look like as well as the future of risk,”says Bell.“For example,we now have companies like Armadillo whose focus on the health of th

70、e home provides innovative home warranty services for appliances and systems that break down over time.”Other organizations are offering cutting-edge ben-efits in family-building,like Posteritys initiative into male fertility and Kindbodys fertility treatments,gynecology and LGBTQ+services.Forward-t

71、hinking organizations like Tuned focus on hearing care for a world in which noise-in-duced hearing loss from earbuds is becoming ubiquitous.Right now,employers have an unprecedented range of voluntary options available to offer as benefits a low cost,high-impact way to support employee financial nee

72、ds and life goals.Demonstrating this level of holistic care aids in reten-tion efforts for struggling employees who may otherwise be looking for a new job and in attracting new talent.When situated within the framework of an overarching mental health and well-being strategy,offering personalized sol

73、u-tions like financial well-being and other common-sense voluntary benefits can help employees take control of their expenses and budget for the short and long term.In addition,offering a wide array of voluntary benefits is a good idea to help contain costs.Because zero direct out-of-pocket dollars

74、are being spent,employers can offer these in-demand benefits and maintain the delicate bal-ance of cost-sharing with employees.Right now,employers have an unprecedented range of voluntary options available to offer as benefits.2023 NFP US Benefits Trend Report :15 Figure 10:Supplemental Health Plans

75、 Enrolled In33%36%42%15%30%AccidentCritical illnessHospital indemnityOther supplementaloptionNone ofthe aboveFigure 11:Supplemental Health Plans Ofered29%46%51%31%41%AccidentCritical illnessHospital indemnityOther supplementaloptionNone ofthe aboveI use benefts to the maxand am good about flingclaim

76、s when they ariseI could do better atutilizing these beneftswhen claims ariseI forget that Ihave benefts52%44%4%Figure 12:Employee Supplemental HealthPlan SatisfactionI will have to review theircost before I can decideI will elect themno matter whatI wont be able to enroll in the coming year,the bud

77、get is too tightFigure 13:Employer Supplemental HealthPlan Satisfaction20%59%21%6%10%63%21%Yes-Assuming the priceis right,I would buy thisif my employer oferedNo-I am not interestedNo-I already have thisMaybe-Before I can makea decision I would haveto learn more about itFigure 14:Employee Life with

78、LTC Consideration6%20%11%63%Yes-We believe people areunder insured as it relates to LTCNo-Our employeeswont buy thisNo-Our employeesalready have thisMaybe-Before I can make a decision I would have to learn more about itFigure 15:Employer Life with LTC ConsiderationRespondents were asked to select al

79、l that apply.Respondents were asked to select all that apply.16 :2023 NFP US Benefits Trend ReportThere is growing consensus that further shifting the burden of premium increases onto workers is not tenable.2023 NFP US Benefits Trend Report :17 The Employer Dilemma While trying to mitigate the effec

80、ts of cumulative employee stress,employers are experiencing their own dilemma tack-ling organizational stress.Although most employers struggle to rein in the ever-escalating costs of providing health benefits,there is growing consensus that further shifting the burden of premium increases onto worke

81、rs is not tenable.“For nearly twenty years,weve been trying to mitigate rising healthcare costs by offering high-deductible health plans while telling employees that their out-of-pocket spend will go up again,”says Heidi Cottle,SVP,Cost Containment Strategies.“Greater transparency into their spendin

82、g and negotiated rates would help change that narrative.”With the emergence of transparency data,employers can now utilize tools to target where their dollars are being spent and where best to invest them.This is especially sig-nificant,being that there is a finite amount that can be spent to stay w

83、ithin budget.Given that the prudent allocation of healthcare resources is of utmost importance,claims data should be utilized to help shape the direction of where future dollars are spent.Data analytics can further follow gaps in care,inform disease management strategies,and identify large claimants

84、 that can wreak havoc on a health plan.One of the main obstacles preventing employers from being fully informed has been limited access to plan/provider data.Because of gag clauses and limited-use agreements,employers had little to go on relative to pricing and quality agreements between health plan

85、s and service providers.Thats all changed now that the various hospital and payer transparency laws are in effect.The Consolidated Appropriations Act(CAA),Trans-parency in Coverage Act(TICA)and the No Surprises Act prohibit group health plans and health insurance issuers offering group health insura

86、nce coverage from entering into an agreement with a health care provider,network or association of providers,third-party administrator(TPA),or other service provider offering access to a network of providers that would directly or indirectly restrict a plan or issuer from providing provider-specific

87、 cost or quality of care information or data,through a consumer engagement tool or any other means,to referring providers,the plan sponsor,participants,beneficiaries,or enrollees,or indi-viduals eligible to become participants,beneficiaries,or enrollees of the plan or coverage.3,4 “We can use applie

88、d data analytics and really drill down to individual procedures and services to examine pricing variation across facilities and practitioners,payers and networks”says Heidi Cottle,SVP of Cost Containment Strategies.“We can even create analyses that allow employ-ers to verify price differences across

89、 insurance carriers and payers,hospitals and health systems within their region.We can very clearly demonstrate opportunities where com-panies can save money without imposing considerable disruption on their employees.”NFP is one of the first companies to offer these transparency-based solutions to

90、employers.Since January 2023,these tools have opened up ways to negotiate better pricing,improve performance standards,and hold vendors more accountable.The hope is that transparency into the cost of care will establish a new frontier where employers will have a direct influence on their healthcare

91、spend.In summary,cumulative stress is a major concern for employers and employees alike.Successfully addressing it requires comprehensive adaptation across the organiza-tion.From how we communicate and manage employees to how we design and cover costs for the benefits we offer,data-informed,systemat

92、ic improvement is required to effectively address this daunting challenge.Because workers continue to prioritize their mental health,well-being and life-work integration,smart employ-ers are supporting them both physically and mentally.Given this reality,maintaining a positive work culture that bala

93、nces employees needs with organizational objectives is paramount to success.Employers who have workflow strategies and,where appropriate,flexible work models in place that are ideally suited to their current workforce and organizational objectives are far more likely to keep the adverse effects of w

94、orkplace stress at bay.Ultimately,it comes down to adaptation and com-mitment.To become better suited to this new employment environment,employers should shift away from providing strictly professional support in their attraction and reten-tion strategies.Instead,they should consider a broader benef

95、it offering that demonstrates care and promotes improved holistic mental,physical and financial health and well-being.1.Office of the Surgeon General.Our Epidemic of Loneliness and Isolation:The US Surgeon Generals Advice on the Healing Effects of Social Connection and Community,US Department of Hea

96、lth and Human Services,hhs.gov,2023.2.MetLife.The Advantages of Employee Care:Creating Human-Centric Employee Experiences and Work Environments,21st Annual US Employee Benefit Trends Study,MetLife,2023,p.18.3.Employee Benefits Security Administration.No Surprises Act.US Depart-ment of Labor,dol.gov,

97、2022.4.Center for Consumer Information and Insurance Oversight.Consolidated Appropriations Act,2021(CAA).Centers for Medicare and Medicaid Ser-vices,cms.gov,2022.18 :2023 NFP US Benefits Trend ReportBalancing Employee Needs:Aligning Culture and Benefits for Better Results.Over the last few years,the

98、 world of work has undergone significant and radical change.This has forced employers to reexamine how they think about work and a workforce thats determined like never before to live and labor according to their personal values and purpose.Employers are now expected to personalize benefits in ways

99、not previously considered.Although the idea of work and the workplace itself have always been in a steady state of evolution,things have been moving at a far more rapid clip since March 2020.220 :2023 NFP US Benefits Trend ReportThe pandemic upended everything work-related that wasnt bolted down.In

100、a flash,physical offices closed.Dig-ital channels like Zoom and Teams became surrogates for in-person communication.Practically overnight,workers were forced to adapt to these technologies.In short order,“Youre on mute”and“Can you see my screen?”became more common but somewhat less human than“Good m

101、orning”or“How are you doing today?”Despite many companies making this transition in an orderly fashion,employees have continued to battle a nexus of overlapping stressors.In addition to occupational pressures,workers have been juggling a combination of home responsibilities along with other external

102、 hazards.Whether its the effects of inflation outpacing wage growth,medical/Rx expenses continuing to escalate,threats to job security or caregiving responsibilities at home,workers have been worn down these last few years.Today,how people work,where they work and how they value work look completely

103、 different than they did before COVID-19.In response,a re-alignment of personal priorities has occurred.Tremendous value and emphasis have been placed on things like life-work integration,flexibility,a broader array of employee benefit options and holistic well-being.Ironically,despite all the chang

104、es,these priorities are not all that different from pre-pandemic times.Prior to the pandemic,workplace flexibility and a commitment to health and well-being were becoming major factors that employees were looking for in a company.The primary difference today is that despite economic conditions and r

105、ecent mass layoffs,employees are more likely than ever to leave a job that doesnt align with what they value.Workers have more agency today,and theyre not afraid to make a change.Although the effects of the Great Resignation appear to be winding down,this type of value-based disconnect between worke

106、rs and employers continues to result in turnover.Although some organizations values align with their diverse employee populations,for many companies,employer and employee perception of whats most import-ant is somewhat out of sync meaning that if employers are going to continue to attract and retain

107、 the best talent,they need to align their offerings with employee needs or candidates will look elsewhere.Figure 1:Benefts Importance Among WorkersImportantNice to haveNot importantCritical20%29%39%13%19%31%40%10%21%30%40%9%27%31%36%7%24%33%37%6%26%33%35%6%26%38%29%7%31%34%30%5%College tuition/loan

108、repaymentOn-sitemedical supportEmployee assistanceprograms(EAPs)ProfessionaldevelopmentAccess totelehealth servicesMental healthprogramsTraining/skilldevelopment programsDisabilty programs 2023 NFP US Benefits Trend Report :21 The New Culture of CareWorkers want to be part of an organization that ca

109、res:one that supports them personally and professionally.This requires employers to approach employee quality care holistically,incorporating elements addressing physical,mental and social needs.Doing so tends to create a culture where happy employees are engaged in their work and have little reason

110、 to look for another job.According to MetLife,the#1 reason employers are investing in benefits this year is that they want to demon-strate care in a unique way.1 This represents a significant shift from the historical strategic norm.In the past,benefit strategy typically focused on provid-ing core m

111、edical and Rx coverage,offering a retirement plan,and doing everything possible to contain costs.The motivation behind offering these bare-bones benefits was to keep employees physically healthy and free them from long-term financial worry so they could be present and productive at work.When include

112、d in a total compensation statement,employers could demonstrate that they were making a far greater investment in their long-term success.The pandemic showed that many employers were falling short,particularly with providing access to mental health and well-being support services.Although employ-ers

113、 have been making significant investments in well-being Figure 2:61%of workers believe it is their employers responsibility to help them achieve their best quality of lifeFigure 3:Care Is Important to Both Employersand Employees82%Believe employers have aresponsibility to care fortheir workforce62%W

114、ant their employers tocare for themEmployee Views of CareEmployer Views of Care82%Of emloyers think itsimportant to demonstratecare for their employees#1reasonEmployers are investingin benefts today(MetLife2)22 :2023 NFP US Benefits Trend Reportand mental health for several years,there is still prog

115、ress to be made.Compensation still reigns supreme in how employees measure value,but emphasis has clearly shifted towards mental well-being and social health in an overall wellness proposition.Given the strong relationship between the two,providing support for social and mental health pro-grams is a

116、n effective way to not only affect the perception of care but to actively demonstrate it.“Weve talked about the employee experience at length for a long time,”says Kim Bell,EVP,head of Health and Benefits,“but right now,there is a definite emphasis on well-being and quality care.Todays employees are

117、 looking for more than pay and traditional benefits.They expect their managers and supervisors to care for them as indi-viduals.And they expect the organizations they work for to move beyond a one-size-fits-all approach to addressing their needs.”From the employee perspective,“better benefits”increa

118、singly means“personalized benefits.”And when employers deliver,the view is that they care about their employees.Personalizing the employee experience has much to do with tailoring communication and messaging at every level,from the interpersonal to the informal,making it a relatively complex underta

119、king.Personalizing benefits,however,is relatively straightforward.For the most part,adding attractive benefits that appeal to diverse segments of the working population requires meaningful conversation and an idea of what employees want.This can be facilitated through carefully executed pulse survey

120、s,ongoing benefits discussions and regular benefits-related communication.Leveraging this information in tandem with reasonable group pric-ing tends to produce a comprehensive list of reasonably acquired benefits and perks that employers can implement with minimal out-of-pocket exposure.Because anci

121、llary costs and administrative fees are predominantly paid for by the employees,its a cost-effective solution to equitably meet the needs of a diverse workforce.Ultimately,incorporating care elements into a holistic well-being matrix supported by organizational culture,flexibility and career develop

122、ment can bring an organiza-tion more in sync with current employee expectations.In addition,efforts in customization and personalization of the employee experience and an accompanying benefit offering have the potential to boost satisfaction,increase retention and improve performance and engagement.

123、Employer and employee per-ceptions of care.To effectively demonstrate care,it will be necessary to address the significant perception gap relative to employee care.Consider that 87%of employers believe their organization currently demonstrates care,while only 65%of employees agree.Source:MetLife3 20

124、23 NFP US Benefits Trend Report :23 Figure 4:51%of employees believe employers could aford to ofer better beneftsAmong SmallCompanyEmployeesAmong LargeCompanyEmployees63%46%Figure 5:Employee Satisfaction with Their BeneftsDissatisfedNeutralHappy60%22%18%24 :2023 NFP US Benefits Trend ReportHelp Empl

125、oyees Use the Benefits You OfferA more significant benefit offering provides an additional opportunity to leverage more benefits-related education.Illustrating to employees the value of the benefits they select,how they work together and how to maximize their use encourages utilization and promotes

126、satisfaction.It also aids in retention and recruiting efforts,as the offer-ing demonstrates an investment in employee well-being.Investing in holistic health,personalized benefit plans and employee development can help keep talent in-house and aid in the art of attraction.This is valuable as more em

127、ploy-ers realize there is a difference between finding someone who can do the job and someone right for the job.“In much the same way that we push financial literacy in our education programs to help employees better their situation both today and long-term,we need to continue the push for healthcar

128、e literacy,”says Heidi Cottle,SVP Cost-Containment Strategies.“It leads employees towards having a better understanding of their benefits,which allows them to make better healthcare decisions,save money and lead healthier lives.”Poor health outcomes tend to be associated with lower healthcare litera

129、cy,which is the capacity to find,understand,and use information for health-related decisions.4 Low health literacy leads to underutilized preventive care and unneces-sary and low-quality care.In other words,without the right tools to understand basic health information and services,employees may be

130、more susceptible to illness.For employ-ers,this also means an overall increased healthcare spend.However,the recent health cost transparency legisla-tion empowers employers by giving members web-based access to cost and quality provider information.Employ-ers who adopt value-based incentives in thei

131、r health plan designs will achieve greater employee and member engagement.This achieves two primary objectives:1)improve healthcare literacy;and 2)create a better-in-formed consumer.For both employers and employees,this means an overall decrease in their healthcare spend.“Employees dont typically kn

132、ow how much their benefits cost overall,”says Cottle.“And their idea of quality is typically based on the interactions they have with their pro-vider.This is an opportunity for employers to further show the value of their benefits and how preventive screenings or higher-quality providers can save th

133、em money.”With the pandemic in the rearview mirror,much of the focus moving forward will be on healthcare price transparency data and how employers can utilize this information to guide employees toward lower-cost,higher-quality care.Although the data is extraordinarily complex and difficult to use

134、without the proper tools,there are steps that employers can take to better prepare employees for when this data and the tools to make it use-ful become mainstream.As part and parcel of an overall benefits education strategy,employers can draft communications about how to use cost and quality transpa

135、rency data productively and point to resources where employees can learn more.They should also frame the value of this data relative to cost and quality and how it impacts the entire benefit offering.Its another opportunity to not only effectively communicate the arc of your personalized benefits bu

136、t also demonstrate another layer of the organizations investment and commit-ment to caring for its employees.Figure 7:Employer Perception of EmployeesUnderstanding of Benefts70%23%6%1%Most of it makes sense,butI dont understand it completelySome of it makes sense,but its confusingI understandit comp

137、letelyI dont understandit at allFigure 06:Few Workers Fully UnderstandTheir Benefts39%44%13%3%Mostly confusingDont undestand at allHave some questionsCompletely understand 2023 NFP US Benefits Trend Report :25 Figure 8:The misft of benefts ofered versus what is valued may contribute to only 28%of wo

138、rkers saying they make maximum use of their benefts.28%Figure 9:Percentage of Employees who Understand Their Benefts by Age52%55 years+18-24 years22%Meanwhile,35%of those 18 24 are mostly confused by their benefts,or dont understand them at all.Explanation ofEmployee Cost PaidExplanation ofEmployer

139、Cost PaidCommunicates WellCommunicates PoorlyNeutralCommunicates WellCommunicates PoorlyNeutralFigure 10:About Half of Employees Dont ThinkEmployers Communicate Beneft Costs Well53%38%9%43%42%15%26 :2023 NFP US Benefits Trend ReportPrioritize Human Development to Fill Talent GapsOf all the things an

140、 employer can do to show they care about employees,investing in a persons professional jour-ney will always be viewed positively.The even better news is that investing in employee development is a win-win.Around half of workers already indicate that training and skills development programs are criti

141、cally important for an organization to offer.With the demand for new hard and soft skills constantly evolving,helping employees develop them shows commitment.An employee who believes that their employer is interested in helping them progress through their career by upgrading their knowledge and comp

142、etencies has the potential to feel fully immersed in their work.Beyond employee satisfaction,an evolving labor market may be another reason for employers to consider a robust training and skill development offering.The threat of illness and layoffs coerced millions of baby boomers to retire early du

143、ring the pandemic and threw the labor market out of sync.As they took their skillsets and decades of expertise with them,a talent gap emerged,putting companies competing to fill open roles at a disadvantage.In the chaos,a workers labor market took shape,complicating the process of filling these vaca

144、nt roles.As salaries and benefits for new hires rose in response,one cohort of in-demand workers,the so-called job-hoppers,started moving from one employer to the next,increasing salary with each leap.As employers took notice,it became clear that simply throwing money at the problem would not solve

145、it.They needed talented workers to stay at their organization,not jump ship at the first sign of an incremental salary increase.Despite contending with the disruptions and workflow inefficiencies caused by the ongoing skilled labor short-age,the need for a new approach and strategic solutions became

146、 evident.Today,companies are fundamentally changing their strategy to boost retention and attraction,angling these efforts towards personal development.Despite the thinning of the traditional talent pool,there are ways to close the skills gap across a workforce.By approaching the problem holisticall

147、y and considering not only salary and benefits but also career development personalized learning,training and upskilling programs employers are reshaping organizational culture to embody one where professional learning and development take precedence.“What were talking about when were looking at car

148、eer development and upskilling is really the idea of human development,”says Deb Smolensky,SVP,Well-Being and Engagement.“From developing soft skills like intra-and interpersonal communication to building off existing technical expertise,employees are prioritizing their professional and personal dev

149、elopment.”Smolensky con-tinues,“Theyre also laser-focused on their holistic health.What they really need is for their employer to show that they want to see them succeed.And part of that is to help them understand what their strengths are,develop those strengths and then align them with their workfl

150、ow.”55%48%Figure 11:Percentage of Employees who Consider Training/Skill Development Programs Critical or Important by Age18-3435+Figure 12:Importance of Training/Skill Development Programs According to Employees10%CriticalImportantNice to haveNot important40%31%19%have this beneft36%2023 NFP US Bene

151、fits Trend Report :27 As the battle for top talent wages on,transferring existing workers into gaps and enhancing their skills,rather than only hiring externally,is good for employers.In addi-tion to saving the time and resources it takes to acclimate someone new to an organization and its culture,i

152、t also helps to create flexible and agile employees ready to take on new responsibilities.Offering an upskilling and professional development training program designed to help employees advance in their careers is essential to meet worker expectations.Accommodations may need to be made to avoid disr

153、upting day-to-day workflow,and expectations on the time it takes to fill a skills gap may need to be tempered,but for employ-ers interested in retaining and developing talent,skills development programs present an opportunity to support employees who are invested in developing their careers.Figure 1

154、3:Workers Interest in Upskilling Opportunitiesvs.vs.71%Paid Upskilling34%Unpaid Upskilling46%Upskilling OutsideWork Hours65%Upskilling DuringWork Hours(Gallup5)28 :2023 NFP US Benefits Trend ReportAn inclusive environment recognizes there are different paths to success.2023 NFP US Benefits Trend Rep

155、ort :29 Clear the Path for Diverse Talent Development programs seamlessly fall in line with diver-sity,equity,inclusion and belonging(DEIB)initiatives.Although DEIB is often siloed from the management of upskilling programs,coordinating the two when develop-ing professional development initiatives c

156、an help set an organization apart from the pack.As managers need to be trained to identify can-didates who have the talent to fill a particular role,they should also be trained to manage their biases in this selection process.This is true not only for the professional development of talent already o

157、n staff but for the entire candidate pool at large.“Companies that fall prey to social stereotypes and confirmation bias in their hiring and development prac-tices tend to create a sort of homologous reproduction,”says Pamela Wheeler,Chief Diversity and Inclusion Officer at NFP.“This tendency to put

158、 people in a new position simply because their ethnic background,gender,age or education is similar to who was there before prevents orga-nizations from hiring and developing the diverse talent they need to be competitive today.”Differing perspectives allow for a greater diversity of thought and pro

159、blem-solving capacity.A diverse team that has the same goal in mind and collaboratively lever-ages its variety of views can foster innovative approaches to familiar problems.This can lead to novel solutions and coordinated team efforts that better serve a clients needs.With each new approach and voi

160、ce raised,the potential to reach more audiences,convert more customers and garner more moral and social capital increases.“A diverse workforce that looks like America is better suited to reach all of America,”says Wheeler.To do business with all of America(and beyond),you need a diverse group on you

161、r team to successfully serve an equally diverse group of clients.Just as there is more than one type of person who can do a specific job,there needs to be more than one narrow path to success for that position.With many factors in play personal,societal and organizational fostering an inclu-sive env

162、ironment that recognizes there are different paths to success is critical.An inclusive environment recognizes that everybodys path to success is somewhat different.For example,employees from a minority or marginalized group may not advance as quickly or have access to some opportunities because of t

163、he unique challenges under-represented employees often face.Therefore,training,educating and developing workers with personalized tools tailored to their needs is another lever employers can pull to demonstrate that they are invested in their people and care about their careers.“When we talk about m

164、aking equitable investments in training and development for our diverse employee populations,what were really talking about is removing barriers,”says Wheeler.“A lot of times,when we hear the word equity,our minds go to an image of some people standing in front of a fence.A couple of them have boxes

165、 to stand on so they can see over the fence,and we call that equity.But while everyone is so focused on who gets what box,what we really need to do is get rid of the fence.”Clearing the path so that diverse candidates can bet-ter reach success is the mark of an organization committed to advancing di

166、versity and equity.Building a diverse team and tapping into employee perspectives to identify the barriers present in your own organization is a vital first step.Removing those barriers and positioning people to do their best work lays the foundations for a system that generates success across all d

167、emographics of an employee popula-tion.Such an investment celebrates the value of different kinds of people and ultimately expands the scope and reach of a business.The more diverse a team is,the more types of people they can reach.As they reach more people,they increase brand awareness,convert more

168、 customers and clients and generate more sales.Organizations with diverse teams enjoy improved financial performance,increased organizational engage-ment,decreased organizational costs and decreased attrition and turnover costs.6 However,upskilling,training,and development programs alone cant give p

169、eople every-thing they need to be their best at work.They also need to be able to integrate their obligations at work and those at home in a healthy way.Providing benefits that thoughtfully address the need for time away from work is also an essen-tial component of fostering organizational diversity

170、.30 :2023 NFP US Benefits Trend ReportCare Beyond the Workday Through Leave Policies There will always be unexpected disruptions that throw things out of sync.Workers are already spending much of their waking existence trying to balance obligations at home and work.When something unexpected happens

171、that disrupts this balance,addressing it can instantly take prece-dence over everything else.At that moment,employees truly need time off from work to focus on these pressing needs.Most organizations offer paid time off for certain life events,so employees have the flexibility to take care of person

172、al responsibilities.Paid time off has long been an attraction and retention tool employers have utilized to reward their workers.Although traditional PTO policies provide employees with time for sick leave,vacation or other reasons,the primary benefit is that employees can take time off without havi

173、ng to worry about lost wages.“When we give employees the ability to take time off from work,were giving them the flexibility they need to manage their life,”says Maria Trapenasso,SVP,Human Cap-ital Solutions.“That is why having effective leave programs in place is essential.It demonstrates to employ

174、ees that were invested in their well-being and overall life satisfac-tion even when theyre not at work.”A well-designed leave management strategy should address the diverse individual needs and concerns of employees across the organization.This includes consider-ing dimensions like familial responsi

175、bilities,childbearing needs and concerns,aging parents and circumstances at home,among others.These inherent challenges are forcing employers to become more creative when formulating their leave programs.Because these programs offer paid time off for certain life events,one potential tweak that empl

176、oyers can do to provide a richer benefit without add-ing too much additional cost is expanding the definition of who is covered under these programs.At some point,all workers need time away from their jobs.Regardless of whether its to recharge and rejuvenate,due to illness or injury,or to manage com

177、plicated and cumbersome obligations at home.They need to know that if something comes up,their job will not be at risk while they work to address the issue.Workers cant be available around the clock,and there has to be flexibility when life intervenes.When employers show they care for their employee

178、s,by listening to them and doing their best to deliver what they value most,outcomes improve.Beyond flexibility and health,employees want career development and advancement opportunities.They want meaningful,purpose-driven work that matches their skills with their workflow.They want personalized tot

179、al rewards and accessible benefits that have a direct impact on their lives.They want an organizational culture that incorporates what matters most to them professionally and personally.And they want to know that their employer is genuinely interested in seeing them succeed in all areas of their wor

180、k and life.3 days5 daysLength varies basedon individual needUnlimited daysNot ofered bymy organization18%57%88%32%24%7%4%18%1%5%For designatedfamily membersFor anyclose relationFor miscarriageor failed IVFFor the deathof a petOtherFigure 14:Bereavement Leave Amount Bereavement Leave AllowancesWhile

181、roughly half of employers offer maternity(45%)and parental(49%)leave,74%of employers still do not offer family caregiver leave.Respondents were asked to select all that apply.2023 NFP US Benefits Trend Report :31 When things like organizational culture,well-being initiatives,benefits and total rewar

182、ds,and career develop-ment are equitable and in alignment,organizations reap the rewards.These include higher job satisfaction,less turn-over,better teamwork,more effective communications,bigger contributions to the organization and more pro-ductive negotiations,along with more diversity,equity and

183、inclusion.Conversely,when these aspects are unbalanced or out of alignment,employers must pivot their efforts and commit to a course that better meets workers expectations and aligns personal values alongside the organizations.1.MetLife.The Advantages of Employee Care:Creating Human-Centric Employee

184、 Experiences and Work Environments,21st Annual US Employee Benefit Trends Study,MetLife,2023.2.Ibid.,p.23.3.Ibid.,p.25.4.Marilyn McDonald and Laura Shenkman.“Health Literacy and Health Out-comes of Adults in the United States:Implications for Providers,”Internet Journal of Allied Health Sciences and

185、 Practice,vol.16,issue 4,nsuworks.nova.edu/ijahsp,2018.5.Gallup.”The American Upskilling Study:Empowering Workers for the Jobs of Tomorrow,”Amazon/Gallup,2021.6.Paul Ingram and Yoonjin Choi.“What Does Your Company Really Stand For?”Harvard Business Review,hbr.org,2022.My employer values my opinion a

186、ndthey use my feedback to make decisionsThe leadership in my company makesmost decisions,and let me knowMy company provides me with clear,honest and authentic communicationMy company ofers the opportunityto join an employee focus groupMy company does not communicatewith me in an efective manner25%27

187、%21%17%10%Figure 17:Employee Decision Making Process Perception Figure 18:Organization Decision Making Process1%4%27%32%35%We have transparent leadershipcommunication and employeeinvolvement on decisionsWe value our employees opinionand use their feedback to makedecisions that afect themLeadership m

188、akes most decisionsand we then inform employeesWe have employee focus groupsand working groups that helpinform organization changesOtherFigure 17:Employee Decision Making Process Perception Figure 18:Organization Decision Making ProcessFigure 19:of employees saytheir employersconsider theirfeedback

189、whenmaking decisionsthat afect them18%of employees saytheir employersconsider theirfeedback whenmaking decisionsthat afect them32 :2023 NFP US Benefits Trend ReportMaintaining Affordable Benefits:Cost-Effective Strategies and Solutions to Rein In Rising Costs.Second only to compensation,holistic hea

190、lthcare and well-being benefits are a critically important component of a total rewards package.Done correctly,they can demonstrate an investment in employees overall health both today and well into the future.They can differentiate an organization in a sea of competition and determine the success o

191、f any attraction,retention and engagement effort.The right offering can motivate talented employees,reduce turnover and increase satisfaction.Above all,they can help keep employees healthy,happy and better suited to bring their best to work every day.3 2023 NFP US Benefits Trend Report :33 34 :2023

192、NFP US Benefits Trend Report However,as costs continue to rise,employers see significant increases in their benefit expenditures.Plan sponsors are clamoring for solutions to control and/or lower their overall spend,which in most cases is signifi-cantly increasing and impacting their bottom line.Beca

193、use its not just overall cost,employers must also recognize that addressing escalating medical and pharmacy increases requires an active strategy that focuses on reducing the unit cost of care.For HR benefit professionals,its a double-edged sword.Not only are they tasked with keeping an eye on the c

194、osts associated with plan design and overall offering,but they must ultimately consider whether employees can rea-sonably afford the benefit packages theyre being offered to help them win the war for talent.From premiums to deductibles,if an employee either cant afford their benefits or if theyre un

195、derinsured,the cost of care can lead people to delay care or avoid it altogether.With about half of insured US adults saying it is somewhat or very difficult to afford healthcare and/or out-of-pocket costs,1 employees are feeling the financial squeeze.And its affecting their utilization.This is espe

196、cially impactful for lower-wage workers with fewer resources.Avoiding care can harm physical health,and eventually worsen an employees financial situ-ation,leading to more expensive conditions down the line.Employers also need help adapting to the increased costs associated with providing benefits.F

197、rom rising prescrip-tion drug prices and high-cost claimants to health system consolidation and administrative expenses,offering a competitive benefits package in the battle for talent means cutting costs in other areas.Especially for many mid-market-sized employers,staying within budget means adjus

198、ting benefit design.The resulting cost-containment measures are,by design,then borne by employees in the form of slower wage growth and increased premiums and deductibles.Coupled with reductions in workforce,employees wind up working harder,while paying more for less coverage.With an economy hoverin

199、g near the brink of reces-sion,where inflation and cost of living remain high,employee salaries simply cant keep up.At the same time,employers working to create the types of competitive offer-ings that todays employees are demanding are finding it increasingly challenging to stay within budget.Manag

200、ing these costs despite an economic down-turn is a priority for everyone involved.With no respite in sight for the foreseeable future,many frustrated employers seek new tools and solutions to mitigate the rising costs associated with benefit offerings,while at the same time,ensuring employees can re

201、asonably afford to enroll and engage with their benefits.The cost of care can lead people to delay care or avoid it altogether.2023 NFP US Benefits Trend Report :35 Yes-I will have to chooselower cost plansNo-I will stick with the sameplans no matter the costMaybe-I will decide what to choose once I

202、 see the plans and how much they costI dont know/unsure17%27%47%8%8%19%64%9%I will have to review theircost before I can decideI will elect themno matter whatI wont be able to enroll in the coming year,thebudget is too tightNone of the aboveFigure 1:Impact of Economic Concern on Beneft Election Figu

203、re 2:Impact of Economic Concern on Voluntary Beneft Election8%19%64%9%I will have to review theircost before I can decideI will elect themno matter whatI wont be able to enroll in the coming year,thebudget is too tightNone of the aboveFigure 1:Impact of Economic Concern on Beneft Election Figure 2:I

204、mpact of Economic Concern on Voluntary Beneft Election2007-2008-2009-2010-2011-2012-2013-2014-2015-2016-2017-2018-2019-2020-2021-2022-Figure 3a:Among Covered Workers with a General Annual Deductible,Distribution of GeneralAnnual Deductibles for Single Coverage,Reduced by any HRA/HSA Contributions,20

205、07-2022$0(or less)-$499$500-$999$1,000-$1,999$2,000 or more57%27%14%3%49%30%17%4%44%42%29%22%8%37%34%20%9%35%31%23%11%32%33%23%11%25%35%28%12%21%37%28%15%20%35%28%17%18%33%33%16%15%30%35%19%15%32%32%22%13%31%36%20%15%29%33%23%10%28%38%24%30%19%7%NOTE:Account contributions include an employers contri

206、bution to an HSA or HRA.These estimates include workers enrolled in HDHP/SOs and other plan types.Average general annual deductibles are for in-network providers.Tests found no statistical diference from distribution for the previous year shown(p .05).(KFF2)36 :2023 NFP US Benefits Trend Report2007-

207、2008-2009-2010-2011-2012-2013-2014-2015-2016-2017-2018-2019-2020-2021-2022-Figure 3b:Among Covered Workers with a General Annual Deductible,Distribution of GeneralAnnual Deductibles for Single Coverage,2007-2022$1-$499$500-$999$1,000-$1,999$2,000-$2,999$3,000 or more58%22%14%4%1%2%3%3%45%26%21%6%40%

208、38%25%23%10%35%24%25%11%5%7%32%24%26%11%24%30%28%12%6%20%30%30%13%7%14%31%34%13%8%14%24%36%16%10%12%24%40%13%11%11%22%39%16%12%10%21%38%17%14%9%22%40%16%13%11%22%36%15%16%8%19%41%16%NOTE:Average general annual deductibles are for in-network providers.In 2022,88%of covered workers are enrolled in a p

209、lan with a general annual deductible.*Distribution is statistically diferent from distribution for the previous year shown(p .05).16%27%22%8%(KFF3)Double Down on Personalization in Times of Economic Stress“Today,everything is expensive,”says Kim Bell,EVP,head of Health and Benefits.“And its hitting

210、employees hard.Theyre worried about inflation and the cost of living while keeping an eye on their savings.For a lot of workers,one unexpected event,an illness or injury,a legal matter or a critical home repair,could create an out-of-pocket cost that could seriously undermine their livelihood.Withou

211、t some kind of safety net,many employees are vulnerable.”As a result,affordable,personalized benefits that work for your employee population are more important than ever.Employers and employees alike are keen to avoid a scenario where the effects of a slowing economy affect work performance and incr

212、ease stress levels.Although employees cant help but experience some additional anxiety with concerns about dwindling savings,skyrock-eting costs and their employers bottom line,its important that employers maintain morale by pairing benefits with ongoing communication.However,communication needs to

213、be an inclusive two-way street.If there are any major disconnects,for example,a lack of pride or interest in the companys mis-sion,employee well-being could further suffer,no matter the employers effort.“In addition to being transparent and making sure everyone is attuned to whats happening across t

214、he organization,its imperative that communica-tions be collaborative,”says Bell.“If youre trying to boost morale,you have to listen to employees feedback.Their insights can help address simmering problems before they have a chance to boil over.”Although there is a relatively small cost attached to t

215、he front end of voluntary benefits,offering them can provide a high level of personalization and security.Focused communication to help employees understand 2023 NFP US Benefits Trend Report :37 Figure 4:Employee Financial Indicators areTrending in the Wrong Directionof workers say they are living p

216、aycheck to paycheck,up from 43%in 2022say they are in control of their fnances,down from 61%in 2022say they have a three-monthsavings cushion,down from62%in 2022(MetLife4)55%55%52%38 :2023 NFP US Benefits Trend ReportNot at all likely to changeSome what likely to changeVery likely to change38%49%13%

217、50%41%9%43%47%10%75%21%4%77%17%6%Stafng levelsEmployee compensationThe amount or kind of employee benefts oferedCoverage levels for propertyand casualty insuranceReal estate holdingsFigure 5:Alterations Due to Potential Economic Downturnhow voluntary benefits such as accident,critical illness,hospit

218、al indemnity,identity theft,disability coverages,long-term care and the like figure into their financial well-being is key to adoption.Utilizing cost comparisons and education on unnecessary exposure to financial risk can demonstrate how voluntary benefits are an inexpen-sive way to mitigate the out

219、-of-pocket costs for medical care and household budget expenses.Measure,Adjust and Communicate the“Why”Employers are challenged with providing benefits that employees value and utilize while keeping costs under con-trol.“If you dont understand what your workforce wants,”says Maria Trapenasso,SVP,Nat

220、ional Practice Leader,Human Capital Solutions,“you are wasting money.Figuring out and focusing on what benefits employees are using can save an organization a ton of money.”Constructing a data analytics baseline to track engagement within the programs that are currently being adopted by plan partici

221、pants is a necessary first step to solve this problem.Weighing those benefits that have gained the most traction with employees against those that are either underutilized or essentially ignored should lend some insight into potential benefit modifications.In tandem,review agreements made with partn

222、ers and vendors.At the point of negotiations,all programs should have an expected engagement metric that was established during the first year of adoption.In many cases,this should have been followed by maintenance metrics(minimum active engagement plus new hire engagement)in subsequent years.If the

223、se were backed by performance standards and guarantees,now would be the time to review them.Comparing the percentage of plan partici-pants who were engaged against the benchmark should help clarify which benefits are valued.If the consensus is that a particular benefit is probably best eliminated,it

224、 presents an ideal opportunity to com-municate with plan participants.Ongoing pulse surveys offer one of the best ways to secure actionable employee feedback,especially if an organization is experiencing significant turnover.Taking the time to ask employees what they think about the benefits theyre

225、being offered gives employers a chance to gain a deeper understanding of whats meaningful to them.By the same token,it also offers employers the opportunity to establish a mutually accountable agreement with employees that engagement is required to maintain a benefit offering.Essentially,this amount

226、s to a level of personalization capable of meeting a workers unique needs.“Many employers invest in a variety of benefit options for their employees from health and welfare,well-being,student loan assistance,adoption and fertility benefits to various paid leave programs,”says Trapenasso.“Our Human 2

227、023 NFP US Benefits Trend Report :39 Figure 6:Employer Communication About Benefts7.59 Avg123456789107.43 Avg7.69 Avg7.51 Avg7.42 Avg7.67 AvgCost you pay for your benefts Cost your employer pays for your benefts How to use your benefts What benefts are available Accrual/usage of benefts 24%23%23%23%

228、25%28%9%8%10%8%6%9%8%5%15%14%16%15%16%14%9%13%9%9%8%10%20%19%18%18%20%18%13%13%14%13%14%13%Where to fnd information about your benefts CommunicatesexceptionallypoorlyCommunicatesexceptionallywellCapital Solutions team benchmarks these kinds of total rewards offerings and conducts employee satisfacti

229、on sur-veys to understand what employees really want and need.With that information,we help build a unique strategy that offers value and contains costs.”As invaluable as this information is to employers,its equally so to the employees themselves.Any time this type of benefits survey is conducted,th

230、e results must be shared with workers.When employers receive valuable feedback and dont act on it,employees know it,and they can easily become disenchanted.The perception tends to be that their effort was meaningless and,worse yet,that their opin-ion about existing benefit programs and those that th

231、ey would like to see in the future has no value.This can lead to a loss of trust and,in worst-case scenarios,turnover.Therefore,communication must be deliberate,which means that the results need to be analyzed and interpreted in a timely manner.“Many employers will engage a third party to assist wit

232、h the survey process and communication strategy.This is a service that NFP has deep experience with,”says Trapenasso.By announcing an overview of the detailed results and the planned course of action,HR can then discuss it with their workforce and set expectations for next steps.This tends to result

233、 in a connection between employers and employees that fosters trust and instills a sense of safety.40 :2023 NFP US Benefits Trend ReportFigure 7:Company Beneft Communication6.63 Avg6.40 Avg7.02 Avg7.40 Avg6.20 Avg7.17 Avg11%11%28%26%34%20%14%15%5%7%11%6%5%10%11%11%21%12%18%16%10%11%14%7%7%8%20%18%22

234、%13%19%24%24%18%11%11%16%Cost you pay foryour beneftsCost your employerpays for your beneftsWhat beneftsare availableWhere to fnd informationabout your beneftsAccrual/usageof beneftsHow to useyour beneftsManage Costs by Optimizing Benefits Employers should err on the side of caution when deter-minin

235、g the degree to which cost optimization strategies are adopted and implemented.As benefit value and cost are not always in lockstep,maintaining a balance between large cost reductions and highly valued benefits is essential.Applying a variety of actuarial,data analytics and predictive modeling in co

236、njunction with new network transparency tools coupled with a sound survey strategy should provide great insight into any cost-containment discussion.Furthermore,by creat-ing key performance indicators,employers can benefit from ongoing insight into the performance of any plan changes and incremental

237、ly modify the program as appropriate.Beyond the fundamental level,maintaining the holistic health and mental well-being of plan participants is critical to any organizations ongoing success.To achieve the physical health aspect of this,cost and risk-sharing strategies may need to require a structure

238、 that incentivizes employees to become better healthcare consumers.An example of this might be the adoption of earned deductible incentives using three-tiered benefit structures that incentivize plan participants towards lower cost and higher quality provid-ers.As part of an overall health literacy

239、strategy,along with access to clinical care navigation tools,this methodology can potentially offset expenses more efficiently than increasing deductibles and raising employee premiums.Constructing a future-forward plan design that increases access to employee well-being and mental health services r

240、equires a more nuanced approach.This is especially true when it comes to clinical mental health services.Many therapists dont take insurance.As a result,most of the costs associated with therapy come directly out of pocket.But for workers struggling with a mental health issue who cant afford to see

241、an out-of-network therapist,the system works against them.“For that smaller 20%30%of employees that are struggling with mental health issues,finding a therapist can 12345678910CommunicatesexceptionallypoorlyCommunicatesexceptionallywell 2023 NFP US Benefits Trend Report :41 be particularly challengi

242、ng,”says Deb Smolensky,SVP,Global Practice Leader,Well-Being and Engagement.“With a typical EAP program,were giving employees about three visits,which can be just long enough to determine whether a thera-pist is a good fit.For a small win and an opportunity to provide high-quality care at very low t

243、o no cost,why not expand that to nine visits,so people can get the care that they need?”In theory,EAPs and the entire benefits offering should serve the interests of employees.Consequently,if elements of these programs are not serving employee interest and are a drag on the employers bottom line,the

244、n these underutilized benefits should be eliminated.The process of determining which benefits are ripe for the cut is delicate and should not be taken lightly.“In this environment,companies are laying off work-ers,they are dealing with higher interest rates,and they are tightening their belts,”says

245、Smolensky.“Being transparent throughout the process,from focus groups to conversa-tions with leadership and,ultimately,breaking the news to employees,is so important.Leading with empathy and informing your workforce why the changes were made can go a long way to a smooth transition.”When framing a b

246、enefit as being underutilized and cost-prohibitive,its a good idea to be able to offer another benefit or perk in its place.Increasing access to virtual care is a cost-effective solution that can help in this.Although the practice of telemedicine was not unheard of,the pandemic drove home the practi

247、cality of virtual visits,especially for mental health.The num-ber of patients who adopted remote care services such as wellness visits,medication consultations and mental health counseling exploded exponentially during the early months of the pandemic.By todays standards,telemedicine is commonplace

248、and preferable for work-ers that prioritize convenience.Generally speaking,it offers employees greater access to comparable in-person services.However,appointments are typically billed at a lower rate,which can help plan sponsors and employees maintain affordability.As such,providing 24/7 access to

249、a comprehensive scope of services creates a cost-effective alternative to unnecessary ER or urgent care visits.While crafting communications on the value of telemedicine,its an excellent opportunity to emphasize the financial well-being programs a company has in place.Ofering EAPExpanding visitsin c

250、urrent EAPTelebehavioral throughtthird-party vendorTelebehavioral throughtmedical insuranceHealth Stigma Reduction TrainingOtherWe do not plan to addadditional support6%72%1%5%6%6%14%Figure 8:Plan to Add Additional Support forMental Health in 202357%31%22%14%8%6%3%2%1%5%26%Third party employee assis

251、tanceTelebehavioral supportCarrier assistance programEducation and developmentcoursesThird party choicetelebehavioralManager mentalhealth trainingIn-ofce mentalhealth therapyOn-site therapyPsychedelictherapy coverageOtherNone of the aboveFigure 9:Company Mental Health Resources OferedRespondents wer

252、e asked to select all that apply.Respondents were asked to select all that apply.42 :2023 NFP US Benefits Trend ReportHalf or more of employers find it important to control their Rx spend when designing Rx benefits.2023 NFP US Benefits Trend Report :43 As a distinct component of holistic well-being,

253、financial well-being directly impacts an employees health and abil-ity to bring their best to work.Educating them on money management and minimizing their exposure to financial risk can help them gain greater confidence and get the most out of their paychecks.“By tying this message into a team effor

254、t,one where both organization and individuals alike are tightening their belts in the face of worldwide economic uncertainty,it cre-ates a sense that were all in this together,”says Smolensky.“Creating that sense of alignment and getting everyone to think about budgeting and doing what it takes to s

255、tay financially flexible can really help give companies and their employees the tools and wherewithal to get through these difficult times.”In light of these trends,it should come as no sur-prise that half or more of employers find it important to control their Rx spend when designing Rx benefits(49

256、%).But about half of employers(45%)are unsure if improving healthcare literacy will decrease Rx usage/cost.With an astonishing 86%of employers not currently utilizing a pharmacy consultant,NFP sees many collab-orative opportunities employers can take advantage of to achieve favorable results.“In add

257、ition to education campaigns,there are a variety of actions for employers to consider that can have a direct and positive impact on their prescription drug spend and member experience,”said Nelly Rose,VP,Clinical Pharmacy for NFP.“I appreciate the complexity of the challenge,but with the right exper

258、tise and guidance,better outcomes for employers and employ-ees are possible.”Actions to consider include:Pharmacy consultants can provide expertise to navigate Rx trends,educate you on the option and manage your overall Rx spend.Manufacturer assistance programs are available to help employees manage

259、 costs for essential prescriptions.Analyzing pharmacy claims data can inform strategic planning,find gaps in care and focus the efforts of appropriate vendors to engage in Rx cost contain-ment solutions.Rx plan design strategies,including cost sharing between employer and employee,multi-tiered netwo

260、rk channels can create meaningful savings by improving consumerism,creating pathways for drug competition and evolving with the changing market.Engaging your employees on their perspectives regarding prescription drugs can help to inform plan refinements:Are they willing to change drugs to a lower c

261、ost option(if available)?Are they willing to be flexible in their purchase method(retail,mail order,retail 90)?Would a digital tool that assists with Rx decision making be valuable?Are they open to switching to biosimilars,when appropriate?Figure 10:Increasing Pharmacy Cost Concerns48%12%40%Other.So

262、mewhat concerned withincreasing costs and afordabilityNo,not concerned with increasingcosts and afordabilityYes,concerned with increasingcosts and afordability44 :2023 NFP US Benefits Trend ReportFigure 11:Importance of Controlling Rx Spend22%27%39%8%4%NeutralSlightly unimportantSlightly importantEx

263、tremely unimportantExtremely importantFigure 12:Using a Pharmacy Consultant86%14%No,outside consulting assistancenot currently utilizedYes,use of outside consulting assistance currently in placeWhile it takes time to find the right solution,the trends mentioned above make it clear that doing nothing

264、 isnt a viable option.“If youre serious about containing costs,and youre committed to providing employees with the Rx support they need,its critical to explore changes in your approach,”says Rose.Take Advantage of Modern Data and ReportingEmployers must take advantage of their data to signifi-cantly

265、 reduce costs and provide benefits more affordably.Through the legislative changes initiated by the Consoli-dated Appropriations Act,2021(CAA),employers now have a fiduciary responsibility to establish a process for evaluat-ing medical and Rx plans offered to employees.Awaiting agency guidance on th

266、e employers responsibilities,the Centers for Medicare and Medicaid Services(CMS)indi-cate that data disclosure to plan participants will remain a cornerstone of compliance.Because of this,employers should be adopting strategies that apply data analytics and transparency metrics to all renewal evalua

267、tions.“If you cant measure it,you cant manage it,”says Heidi Cottle,SVP,Cost Containment Strategies.“The release of this transparency data could not be more timely.For the first time,employers and consumers now have visibility into the true cost of healthcare.However,the raw data size,which currentl

268、y exceeds two petabytes,makes the data actionable for only a limited number of early innovators,including the team at NFP.”When analyzed,these data sets provide unprec-edented insights that can help tremendously in these current economic conditions.Employers can now compare and contrast real-time he

269、althcare costs by geographical location,provider,network and the claims payer.Because transparency legislation is relatively new,the reliability of the publicly posted hospital and payer data continues to improve each day.“Using multiple data sets of qualitative and quanti-tative research allows us

270、to normalize,map and deliver an accurate and reliable analysis,”says Cottle.“Empowering the employer and consumers with this data will transform the industry.However,interpreting it requires prudence with a clinical risk management lens.We are delivering real value in this area.”Although there is tr

271、emendous potential that these new data sets will lead to the creation of a new purchasing model in healthcare,one in which the true cost of care is married with quality and outcome data,employers are only just now making progress towards that goal.Currently,the petabytes of data are practically unus

272、able for any entity outside a data aggregator.However,tools that can deliver clear,accurate and user-friendly cost information are being built.And there is employer interest in discovering variations in pricing mechanisms for both in-network and out-of-network services.“We need to remove barriers to

273、 accurate analyses and provide employers the clearest snapshot of their healthcare spend.When we benchmark that information meaningfully,2023 NFP US Benefits Trend Report :45 Figure 13:Employer Interest in Digital PrescriptionPurchasing Tool24%76%Yes,a digital tool will helpwith decision making purp

274、osesNo,I do not fnd digital tools helpful when making decisionFigure 14:Employer Trust of New-to-Market Biosimilars43%19%38%I dont know/UnsureNo,I do not trust biosimilars at this timeYes,I trust new-to-market biosimilarswe can verify and validate if theyre getting the best market pricing on their h

275、ealthcare plan,”says Cottle.As healthcare prices continue to escalate year-over-year,employers must combat them with com-prehensive solutions that mitigate disruption to plan participants and make them more affordable without compromising quality.In a challenging economy with out-rageous inflation,n

276、o one action is likely to move the needle on an organizations overall healthcare spend.However,visibility into the cost of care is a significant move in the right direction.Educating employees on financial wellness,with sup-porting transparency data brings visibility to and enhances the perceived va

277、lue of employer-sponsored benefits.Data continues to validate that a happier employee is a more productive employee,which puts them in a position to better focus on their work while improving their holistic health.Together with other small efforts aimed at increas-ing value and lowering risk,increme

278、ntal changes to a benefit offering are more sustainable and can be just as beneficial as a large shift.The effects of healthcare pricing transparency continue to develop as visibility grows.As employers,and eventually individual consumers,become actively engaged in making their own healthcare decisi

279、ons,engagement and adoption will increase.As a by-product of plan participant engagement,a greater level of accountability in the healthcare delivery market will emerge.In turn,market competition will drive reasonability in pricing and the unit cost of care at a proce-dural level.Furthermore,as more

280、 actionable information on quality and outcomes becomes available,clarity on the total cost of high-value care will emerge.1.Alex Montero,Audrey Kearney,Liz Hamel and Mollyann Brodie.“Americans Challenges with Health Care Costs,”KFF,kff.org,2022.2.Ibid.3.Ibid.4.MetLife.The Advantages of Employee Car

281、e:Creating Human-Centric Employee Experiences and Work Environments,21st Annual US Employee Benefit Trends Study,MetLife,2023,p.1746 :2023 NFP US Benefits Trend ReportPlan BenchmarkingData SnapshotFigure 1:Prevalance of Medical Plan TypesOfered by EmployersHMO27%PPO66%HDHP43%POS19%EPO8%HDHP$7,251$7,

282、509$8,526$13,664$14,589$16.074$15,464$16,488$18,452$21,453$22,368$25,408HMOPPOEmployeeEmployee+SpouseEmployee+Child(ren)FamilyFigure 2:Median Annual Total Premium by Plan Type&Coverage TierThe costs associated with providing employer-sponsored insur-ance have risen steadily for both employer and emp

283、loyee.Given the persistence of inflation,these costs are expected to con-tinue to rise.With wage growth cooling,it will be incumbent on employers to explore comprehensive solutions targeting the unit cost of care to better manage overall healthcare spend.Respondents were asked to select all that app

284、ly.2023 NFP US Benefits Trend Report :47 HMO4.68%PPO6.03%HDHP5.28%Figure 3:Year-Over-Year%Increase in Median Employee Annual Total Premium by Plan Type$23,019$23,892$25,408$14,497$14,967$16,074$16,712$17,363$18,452$7,819$7,996$8,526202220212020FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFig

285、ure 4:Median Annual Total Premium(PPO)$22,368$20,893$20,162$14,589$13,175$12,434$16,488$15,194$14,573$7,509$7,073$6,741202220212020FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 5:Median Employee Annual Total Premium(HMO)$21,453$20,142$19,794$13,664$12,667$12,439$15,464$14,643$14,180$7,

286、251$6,807$6,639202220212020FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 6:Median Employee Annual Total Premium(HDHP)Median premium costs have risen steadily over the last three years,with PPOs and HMOs slightly out-pacing HDHPs.The year-over-year percent increase for median total annu

287、al premiums across HMOs,PPOs and HDHPs varies between 4.68%and 6.03%(Figure 3).Costs by Plan Type&Coverage Tier48 :2023 NFP US Benefits Trend Report$1,206$2,011$2,192$4,020$6,284$6,136$4,633$7,200$7,280$6,717$10,340$10,504 HMOPPOHDHPEmployeeEmployee+SpouseEmployee+Child(ren)FamilyFigure 7:Median Ann

288、ual Employee Contributions by Plan Type&Coverage TierOver the last couple of years,the difference in yearly employee contributions in terms of plan type and coverage level has experienced mini-mal variance for HMOs and HDHPs.Despite the fact that overall premium costs are increasing,the median annua

289、l employee contributions for family HMOs and HDHPs slightly decreased in 2022(Figures 10 and 11).Employee Contribution by Plan Type&Coverage Tier 2023 NFP US Benefits Trend Report :49 HMO6.61%PPO10.27%HDHP0.51%Figure 8:Year-Over-Year%Increase Median Annual Employee Contributions by Plan Type$9,408$5

290、,270$6,582$1,905202220212020FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnly$2,178$1,777$6,871$5,977$5,849$4,980$9,796$8,638Figure 9:Median Employee Annual Contributions(PPO)20202022$1,605$9,031$5,230$6,1662021FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 10:Median Employee Annual

291、 Contributions(HMO)$1,737$6,225$5,385$9,020$1,445$5,405$4,464$7,66920222020$6,844$3,780$4,654$1,1962021FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 11:Median Employee Annual Contributions(HDHP)$1,221$1,208$4,666$4,557$3,869$3,628$6,793$6,54250 :2023 NFP US Benefits Trend Report1.54%2.

292、35%3.20%WellnessBandingSalaryBandingDefned Contribution HealthFigure 12:Percentage of Employers Implementing Various Contribution StrategiesFamilyIndividual$0$3,000$0$1,500In-NetworkOut-of-NetworkFigure 13:Median Annual HMO DeductibleFamilyIndividual$3,000$3,000$7,000$1,500In-NetworkOut-of-NetworkFi

293、gure 14:Median Annual PPO DeductibleFamilyIndividual$5,000$6,000$10,000$3,000In-NetworkOut-of-NetworkFigure 15:Median Annual HDHP DeductibleMedian deductibles for both individuals and families were highest for HDHP plans,then PPO plans and last HMO plans.Median out-of-pocket expenses for both indivi

294、duals and families were highest for HDHP plans,then PPO plans and last HMO plans.Deductibles&Out-of-PocketCosts 2023 NFP US Benefits Trend Report :51 FamilyIndividual$0$11,250$0$5,500In-NetworkOut-of-NetworkFigure 16:Median Annual HMO Out-of-Pocket Maximum AmountFamilyIndividual$9,000$9,700$20,000$4

295、,500In-NetworkOut-of-NetworkFigure 17:Median Annual PPO Out-of-Pocket Maximum AmountFamilyIndividual$10,000$10,000$20,000$5,000In-NetworkOut-of-NetworkFigure 18:Median Annual HDHP Out-of-Pocket Maximum Amount52 :2023 NFP US Benefits Trend Report202020222021Figure 19:Percentage of Employers Ofering B

296、enefts to Part-Time EmployeesLTD.81%2.08%2%STD1.63%2.08%2.44%2%Life2.17%2.35%1.33%Vision1.63%2%Dental1.90%2.71%1.33%Medical2.17%2.71%2%Figure 20:Percentage of Employers Ofering Part-Time Benefts2.71%Medical2.71%Dental2.44%Vision2.35%Life2.08%STD2.08%LTDPart-Time Benefits Although few employers offer

297、 part-time employees benefits,they remain a great bargaining tool for attracting and retaining talent,increasing job satisfaction and improving financial stability 2023 NFP US Benefits Trend Report :53 46%3%33%18%Figure 21:Percentage of Employers Ofering One or More Dental PlansNot OferedThree or Mo

298、re PlansTwo PlansOne Plan$544Employee+Child(ren)Family$838$482Employee+Spouse$198EmployeeFigure 22:Median Annual Employee Dental PPO(DPPO)Contributions by Coverage Tier$301Employee+Child(ren)Family$561$360Employee+Spouse$171EmployeeFigure 23:Median Annual Employee Dental HMO(DMO)Contributions by Cov

299、erage Tier20202022$1,426$967$852$4192021$431$424$887$866$997$993$1,420$1,440FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 24:Median Annual Total Premium(DPPO)About two out of every three employers offer at least one dental plan.As an additional layer of financial security for employees

300、,it remains a good value obtainable at a low cost.While out-of-pocket spend for dental coverage remains mostly flat,its an invaluable tool that positively impacts employee health and can additionally aid in reining in other plan-related spending.DentalBenefits54 :2023 NFP US Benefits Trend Report202

301、02022$839$538$468$1802021FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 25:Median Annual Employee Contributions(DPPO)$198$160$482$449$544$525$838$81120202022$1,3802021$939$827$405FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 26:Median Annual Employee Total Premium(DMO)$412

302、$412$858$845$967$960$1,392$1,40720202022$170$439$766$495FamilyEmployee+Child(ren)Employee+Spouse EmployeeOnlyFigure 27:Median Annual Employee Contributions(DMO)2021$191$152$466$427$518$493$767$761 2023 NFP US Benefits Trend Report :55 One PlanTwo PlansThree or More PlansNot OferedFigure 28:Percentag

303、e of Employers Ofering One or More Short-Term Disability Plans68%29%2%1%One PlanTwo PlansThree or More PlansNot OferedFigure 29:Percentage of Employers Ofering One or More Long-term Disability Plans61%34%4%1%71%1%6%22%100%Employer Paid OnlyEmployee Costs Share OnlyCore&Buy Up PlansNot ReportedFigure

304、 30:Short-Term Disability Plan Premium Cost Share Arrangement by%of EmployersAlthough the majority of employers do not offer short-or long-term disability plans,doing so provides yet an addi-tional layer of financial security for employees.Furthermore,offering these benefits can demonstrate care and

305、 support while aiding in attraction,retention,and recruiting efforts.DisabilityBenefits17%1%5%77%100%Employer Paid OnlyEmployee Costs Share OnlyCore&Buy Up PlansNot ReportedFigure 31:Long-term Disability Plan Premium Cost Share Arrangement By%of Employers56 :2023 NFP US Benefits Trend Report100%Empl

306、oyer Paid OnlyEmployee Costs Share OnlyCore&Buy Up PlansNot ReportedFigure 33:Life Insurance Premium Cost Share Arrangement by%of Employers(Multiple of Salary)4%4%1%91%100%Employer Paid OnlyEmployee Costs Share OnlyCore&Buy Up PlansNot ReportedFigure 34:Life Insurance Premium Cost Share Arrangement

307、by%of Employers(Flat Amount)85%3%8%4%One PlanTwo PlansThree or More PlansNot OferedFigure 32:Percentage of Employers Ofering One or More Life Insurance Plans47%44%6%2%Voluntary benefit offerings like life insurance can also aid in attraction,retention and recruiting efforts.With the majority of plan

308、s being 100%paid by the employer,it is an easy win for organizations looking to demonstrate an investment in the long-term well-being of employees and their families.Life InsuranceBenefits 2023 NFP US Benefits Trend Report :57 About the DataThe 2023 NFP US Benefits Trend Report(and the associated fi

309、gures)draws on data from NFPs annual Benefits Trend Survey,annual Leave Management Survey,Benefits at Work Survey and client benchmarking database.Rounding conventions have been applied for readability.All other sources are as referenced throughout.For full information on the methodology for each NF

310、P survey,contact .Figure 35:Types of Voluntary(Employee-Pay-All)Benefits OfferedCorporations n=373Public Employersn=51Multiemployer Plans NAOverall n=424Accident insurance55.0%47.1%NA54.0%Automobile insurance13.7%9.8%NA13.2%Critical illness or cancer insurance52.3%39.2%NA50.7%Hearing insurance1.1%9.

311、8%NA1.7%Hospitality indemnity insurance29.2%29.4%NA12.0%Identity theft insurance33.5%25.5%NA32.5%Legal services plan35.1%27.5%NA34.2%Pet insurance35.1%21.6%NA33.5%Student loan repayment assistance5.1%3.9%NA5.0%Vision insurance54.0%41.2%NA49.3%Other0.0%3.9%NA0.5%None11.0%5.9%NA10.4%Respondents were a

312、sked to select all that apply.(International Foundation of Employee Benefit Plans)Offering a wide array of voluntary benefits can provide additional layers of financial protection and protect employees from gaps in health coverage.They can further be personalized to the needs of the individual and a

313、re generally paid for by the employee.Other Voluntary Benefits58 :2023 NFP US Benefits Trend ReportKim Bell Kim is executive vice president,head of Health and Benefits at NFP,where she directs the overall strategy and operations for NFPs national employee benefits practice.With more than 30 years of

314、 experience in the employee benefits industry,Kim is an influential thought leader in the corporate benefits space.She graduated from Indiana Universi-tys Kelley School of Business with a Bachelor of Science in finance and has a Master of Science degree in management from Indiana Wesleyan University

315、.Kim also holds the Certified Employee Benefits Specialist(CEBS)designation from the International Foun-dation of Employee Benefit Plans.Maria M.Trapenasso Maria M.Trapenasso Maria is senior vice president,national practice leader of Human Capital Solutions for NFP.Maria leads the HR consulting prac

316、tice and offers NFPs clients strategic guidance on HR related functions such as organizational harmonization,leave management and employment practices.Her expertise is in the areas of HR audits and compliance,and she assists clients in implementing comprehensive total rewards programs.Maria has over

317、 28 years of Human Resources experience working in various industries and she holds a Senior Certified Professional designation from the Society of Human Resources Management,and a Leave Management Specialist certification from DMEC.Maria has been a professional mem-ber of SHRM and the National Asso

318、ciation of Female Executives since 1998.Maria also holds a NY State Insurance license for Health,Life and Accident Insurance.About the ExpertsDeb Smolensky Deb is senior vice president,Well-Being and Engagement practice leader.In addition,Deb serves as a subject matter expert for the insurtech,finte

319、ch and digital health verticals of NFP Ventures.She consults with a variety of clients,including numerous Fortune 500 companies,to develop programs and practices that empower employees and leaders to lead healthy,productive lifestyles through innovative and highly engaging solutions.Deb holds a bach

320、elors degree in accounting from Illinois State University as well as a multitude of certifications and designations in organizational health and productivity.2023 NFP US Benefits Trend Report :59 Pamela WheelerPamela is chief diversity and inclusion officer and is an accomplished leader with nearly

321、three decades of experience improving diversity,equity,inclusion and belonging(DEIB)outcomes for employees,clients,partners and communities.She works with leaders across NFP,building from the DEIB foundation in place to move the organization forward with deliberate action,measurable results and cont

322、inuous refinement.Prior to NFP,Pamela consulted with National Football League Operations on DEIB efforts and led the Womens National Basketball Players Association,where she accelerated DEIB in a number of areas for the players.She earned a BA from Dartmouth College and a JD from Boston University.E

323、.Heidi Cottle Heidi is senior vice president,Cost Containment Strategies,collaborating with offices to develop strategies driven by data analytics,medical/clinical risk management programs and service/vendor assessments.With 30+years of experience in the health and welfare mar-ket,Heidi has speciali

324、zed insights on medical/Rx cost containment and emerging trends in traditional and non-traditional strategies.Heidi was also a finalist for the 2019 World Health Congress“Innovator of the Year”award,a reflection of her engagement in digital transforma-tion efforts designed to enhance the client expe

325、rience.Heidi holds over 30 health and welfare licenses,credentials and certifications in the U.S.and its territories to support a holistic view of the market.Nelly RoseAs vice president of Clinical Pharmacy,Nelly supports NFP Rx Solutions with clinical insights and new initiatives while also providi

326、ng strategic analysis for drug trends and utilization.She works directly with members to support and educate on clinical programs and drug interventions.Nelly received her Doctor of Pharmacy degree from St.Louis College of Pharmacy.60 :2023 NFP US Benefits Trend ReportNFP is committed to sharing ins

327、ights that help clients make informed decisions regarding their most significant challenges.By delivering ideas,expertise,and perspective on opportunities in the marketplace,NFP is driving improvements to solutions that help clients meet their goals.For the latest on the 2023 US Benefits Trend Repor

328、t,visit us online at .insightsfrom theexperts 2023 NFP US Benefits Trend Report :61 About NFPNFP is a leading property and casualty broker,benefits con-sultant,wealth manager,and retirement plan advisor that provides solutions enabling client success globally through employee expertise,investments i

329、n innovative technologies,and enduring relationships with highly rated insurers,vendors and financial institutions.Our expansive reach gives us access to highly rated insurers,vendors and financial institutions in the industry,while our locally based employees tailor each solution to meet our client

330、s needs.Weve become one of the largest insurance bro-kerage,consulting and wealth management firms by building enduring relationships with our clients and helping them realize their goalsThe information contained herein is for informational purposes only.NFP Corp.and its subsidiaries do not provide legal or tax advice.Please consult an attorney or tax professional before imple-menting any particular strategy to determine the application of laws,regulations,or policies to your specific circumstances.62 :2023 NFP US Benefits Trend ReportNFP.com