...Adding Domestic Partner Benefits COMM/215 February 3, 2011 Without a doubt, in a little more than a decade, domestic partner benefits have gone from virtually nonexistent to the predominant plan among the largest U.S. employers. More than 51 percent of Fortune 500 companies offer Domestic Partner Benefits; these employers have found an added greater value for them at minimal cost.Studies reveal employers who offer Domestic Partner Benefits are able to attract talented employees, increase employee morale, and experience low or minimal increase in cost. This research paper will reveal the Values of offering domestic partner benefits as well as address the Cost associated with it. Can Be Used to Attract Talented Employee Competitively: The value of offering domestic partner benefits is that it can be used as a powerful recruiting tool as well as to help retain talented and committed employees, according to the League of Minnesota Cities. Studies suggest that employees make decisions about job offers based on domestic partner benefits. Very skilled and highly trained workers may hold out for a company that offers domestic partner benefits. A benefit package that appeals to a diverse workforce gives employers an edge when it comes to recruiting. Also, there is value in the statement that offering the benefits makes about your company's acceptance of domestic partner relationships. Employee Enrollment is Minimal: While there is value in offering domestic partner benefits...
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...Adding Domestic Partner Benefits COMM/215 February 3, 2011 Dr. Blue Without a doubt, in a little more than a decade, domestic partner benefits have gone from virtually nonexistent to the predominant plan among the largest U.S. employers. More than 51 percent of Fortune 500 companies offer Domestic Partner Benefits; these employers have found an added greater value for them at minimal cost.Studies reveal employers who offer Domestic Partner Benefits are able to attract talented employees, increase employee morale, and experience low or minimal increase in cost. This research paper will reveal the Values of offering domestic partner benefits as well as address the Cost associated with it. Can Be Used to Attract Talented Employee Competitively: The value of offering domestic partner benefits is that it can be used as a powerful recruiting tool as well as to help retain talented and committed employees, according to the League of Minnesota Cities. Studies suggest that employees make decisions about job offers based on domestic partner benefits. Very skilled and highly trained workers may hold out for a company that offers domestic partner benefits. A benefit package that appeals to a diverse workforce gives employers an edge when it comes to recruiting. Also, there is value in the statement that offering the benefits makes about your company's acceptance of domestic partner relationships. Employee Enrollment is Minimal: While there is value in offering domestic partner...
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...Domestic Partnership Benefits Domestic partnership is often defined as a legal or personal relationship between two individuals who live together and share a common domestic life but are neither joined by marriage or a civil union. This includes opposite-sex couples as well as same-sex couples. The laws in some states now permit same-sex marriage, civil unions or registry for domestic partnerships for same-sex or opposite-sex couples. There are many couples out there that cohabitate together sharing expenses such as mortgages or rent and automobile payments however they are not offered the same benefits of those who are traditionally married. The question is, should employers offer domestic partner benefits? There are many pros for an employer to provide benefits to domestic partners. An employer’s policy decisions regarding these relationships are shaped by state and federal laws, business needs and a desire for an inclusive corporate culture. Many employers now voluntarily offer benefit coverage to domestic partners even when it is not required by law. This trend is driven by several factors including changing demographics, the desire to be fair, workplace diversity and the need to improve employee morale. With the number of unmarried households increasing ten-fold from 1960 to 2007, employers find themselves trying to keep pace with the changing profile of the work force. Additionally with all of the recent gay rights controversy and same-sex marriage becoming legal...
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...Benefits Orientation Overview Who gets Benefits? * You * Your spouse or Domestic Partner * Your child(ren) and or your Domestic Partner’s child(ren) Tax Implications on Domestic Partners and their child(ren) * The portion of health insurance that is New Seasons Market pays on behalf of your domestic partner and/or their children is considered income. This obviously isn’t income and should NOT be seen as cash, but rather it comes to you in the form of a benefit. When Can I Enroll in Benefits? * Now * During Open Enrollment * Anytime there is a change in family status a.k.a. Qualifying Event -Marriage -Divorce -Birth -Death ****TAKE NOTE THAT WHEN THERE IS ANY CHANGE TO YOUR BENEFIT COVERAGE DUE TO A QUALIFYING EVENT, THEY MUST INFORM US WITH 30 DAYS OF THE EVENT HAPPENING**** * When there is a change in work status; like from part-time to full-time or full-time to part-time * Special Enrollment -If you are covered under another plan and lost that coverage you have the right to come onto our place as long as you so within 30 days of losing coverage Pre-Existing Conditions * Definition: A pre-existing condition is one for which medical advice, treatment, and/or diagnosis was given within the last three months prior to coming onto our health care plan * The plan does not pay for benefits for a pre-existing condition during the exclusionary period, which last up to 12 months. * If you had coverage before coming onto...
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...Benefits In our effort to attract, retain and motivate competent employees while providing for recognition of, and reward for, individual ability and performance, CRST International, Inc. has developed and implemented a competitive compensation and benefits package. A summary of compensation structure, company-paid benefits and elective benefits are listed below. Compensation Structure All positions have a designated pay range based on its job grade. All job grades have a wage range that denotes wage minimum, midpoint/market value, and maximum monetary value. Wage ranges are also reviewed from a competitive standpoint by conducting a market analysis of benchmark positions. Non-exempt (hourly) employees are paid weekly while exempt (salaried) employees are paid semi-monthly. Both groups of employees are paid via direct deposit. It is the policy of CRST International, Inc. to grant annual merit increases on the basis of the evaluation of individual performance. Other salary adjustments may be recommended and approved for the purposes of equity, changes in job classification, promotions, etc. Company Paid Benefits Vacation Eligibility is dependent on employee status and period of service to the company. Vacation is earned by completing an anniversary year. For the first through seventh years you are entitled to 10 days, eighth through your thirteenth year you will have 15 days, and on your fourteenth year or more you will receive 20 days of vacation. Personal Time Hourly...
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...CHAPTER 12 EMPLOYEE BENEFITS CHAPTER OVERVIEW The chapter is introduced with the stories of three loyal, long-term employees whose retirement plans were drastically altered. Due to changes in their employers’ pension plans, each person was forced to adapt to reduce payouts. The stories reflect changes in benefits happening in countless companies. Benefits are generally membership-based rewards which are desirable to employees and which can be designed to meet the diverse needs of today’s workers. The costs and complexities of both legally required benefits and voluntary ones, such as health insurance, retirement plans and time off are presented, as well as current issues, including flexibility of benefits choices and availability of benefits for families, domestic partners and retirees. Effective benefits administration allows companies to attract and retain good workers by creatively and cost-effectively offering employees more than just their paycheck. Additional Features of This Chapter: Exhibit 12-1 is a listing of the major benefits typically offered and the percentage of employees participating. Exhibits 12-2 and 12-3 provide sample Health Maintenance Organization and Preferred Provider Organization coverage plans. Exhibit 12-6 calculations demonstrate the financial impact of flexible spending account plans. “Ethical Issues in HRM” discusses the issue of benefits for domestic partners. “Diversity Issues in...
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...certain laws and regulations will affect the total compensation package within the organization. One in particular is the Affordable Healthcare Act. Two biotech organizations and their total compensation package will be discussed. The Affordable Health Care Act The Affordable Health Care Act was designed to help all people obtain and maintain their healthcare coverage even in the event of loss of employment. The creation of the Afforadble Health Care Act allows insurance companies “from discriminating against anyone with a pre-existing condition, dropping your coverage if you get sick, billing you into bankruptcy because of an illness or injury, and limiting your annual or lifetime benefits” (www.whitehouse.gov, 2013). The Affordable Health Care Act was not received well from some of the population. It seemed to be not quite so affordable and quite difficult to obtain. After a few of these glitches have been repaired, it is becoming more acceptable to everyone it is intended for. The above was just one law that is now to be considered when creating the total compensation package. Most of the benefits offered will be based on the size and location of an organization. This organization’s total compensation package will...
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...have. Homosexuals cannot file for taxes along with their partner, cannot receive medical benefits or health insurance under their partner’s coverage, as most husband and wives do, cannot adopt a child, and most essentially, they cannot create a bond of unity to express their love through a legal marriage. Many of these rights heterosexuals take for granted. One of the largest differences for a homosexual is living a life of fear. Along with all of their day to day activities that mirror any heterosexual, they must also deal with the stress of being perceived as different and unacceptable to the society which they are a part of. Homosexuals must know the places they are welcomed as a gay person, and the places where they must hide their true feelings. In recent years, homosexuals have been fighting long and hard to get the same rights and benefits as their heterosexual counterparts. Now, employers and health care providers are being forced to listen to their cries for equality. Most employers offer health benefits to their heterosexual employees and their families. Some companies cover the total cost of this benefit; others cover the bulk of the cost while the employee contributes as a small amount each week out if their salary. In some instances this can account for 25% of the employee’s total wages (Partners-Domestic). Employers are using the excuse of high expenses as their main reason behind not offering these same benefits to homosexual employees. They think it will cost more...
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...Cliffs Natural Resources Inc. In this paper we examine the dynamics of cross-listing, particularly US companies that cross-list in the NYSE Euronext equity-based exchange. We look at the number of US firms cross-listed in this exchange and then study one of these companies specifically, Cliffs Natural Resources, Inc. In addition, we explore the importance of cross-listing in NYSE Euronext as well as: the benefits, costs and requirements of fast path cross-listing and the trading volumes of the shares transacted in the exchange. The foundation of our case study is based on Cliffs Natural Resources Inc. (CLF), an international mining and natural resources company headquartered in Cleveland, Ohio. Formerly known as Cleveland-Cliffs Inc., the company was founded in 1847 (Yahoo Finance). CLF is North America’s larger supplier of iron ore. The Company produces iron ore pellets and metallurgical coal. CLF operates in four segments: U.S. Iron Ore, Eastern Canadian Iron Ore, North American Coal and Asia Pacific Iron Ore. In the United States, it operates five iron ore mines in Michigan and Minnesota, five metallurgical coal mines located in West Virginia and Alabama and one thermal coal mine located in West Virginia. It also operates two iron ore mines in Eastern Canada that primarily provide iron ore to the seaborne market for Asian steel producers (NYSE Euronext). As part of their growth strategy and due to its largely increased presence in the international market, CLF decided...
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...change to actualize same-sex marriage requires planning and practices that can be most effective to advance marriage equality. This case study examines how building and maintaining strong coalitions aided in attainment and preservation of civil rights and protections for same-sex couples in Minnesota. As a historical policy analysis, it dissects collaborative strategies and events that led to a municipal domestic partner ordinance and state civil rights protections for sexual minorities in Minnesota during 1983–1995. Viewed through the lens of Advocacy Coalition Framework and Punctuated Equilibrium theory, findings support and highlight the importance of strategic planning of developing capable leaders, building strong coalitions, and capitalizing on events to garner public support and advance public policy toward civil rights protections and legal recognition for same-sex couples. KEYWORDS advocacy coalitions, punctuated equilibrium, policy, lesbian, gay, domestic partner benefits INTRODUCTION The city of Minneapolis, Minnesota, a large urban community, passed a Domestic Partner Ordinance in 1991 as the result of intensive lobby efforts by community organizers and private citizens and liaison building with the city government. The ordinance was repeatedly challenged in the municipal court system, and eventually rescinded. However, it provided impetus for Address correspondence to Lake Dziengel, St. Cloud State University, Department of Social Work, Stewart Hall 234, 720...
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...Cliffs Natural Resources Inc. (CLF) In this paper we examine the dynamics of cross-listing, particularly US companies that cross-list in the NYSE Euronext equity-based exchange. We look at the number of US firms cross-listed in this exchange and then study one of these companies specifically, Cliffs Natural Resources, Inc. In addition, we explore the importance of cross-listing in NYSE Euronext as well as: the benefits, costs and requirements of fast path cross-listing and the trading volumes of the shares transacted in the exchange. The foundation of our case study is based on Cliffs Natural Resources Inc. (CLF), an international mining and natural resources company headquartered in Cleveland, Ohio. Formerly known as Cleveland-Cliffs Inc., the company was founded in 1847 (Yahoo Finance). CLF is North America’s larger supplier of iron ore. The Company produces iron ore pellets and metallurgical coal. CLF operates in four segments: U.S. Iron Ore, Eastern Canadian Iron Ore, North American Coal and Asia Pacific Iron Ore. In the United States, it operates five iron ore mines in Michigan and Minnesota, five metallurgical coal mines located in West Virginia and Alabama and one thermal coal mine located in West Virginia. It also operates two iron ore mines in Eastern Canada that primarily provide iron ore to the seaborne market for Asian steel producers (NYSE Euronext). As part of their growth strategy and due to its largely increased presence in the international market, CLF...
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...Strategy For the International And Domestic Express Delivery Market Booz & Company is a leading global management consulting firm, helping the world’s top businesses, governments, and organizations. Our founder, Edwin Booz, defined the profession when he established the first management consulting firm in 1914. Today, with more than 3,300 people in 58 offices around the world, we bring foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact. We work closely with our clients to create and deliver essential advantage. For our management magazine strategy+business, visit www.strategy-business.com. Visit www.booz.com/cn to learn more about Booz & Company in Greater China. CONTACT INFORMATION Hong Kong/Shanghai Edward Tse Partner edward.tse@booz.com McLean Justin Zubrod Stuttgart Partner justin.zubrod@booz.com Alexander Niehues Partner alexander.niehues@booz.com Originally published as: Express Opportunities in China: Packaging a Strategy for the International and Domestic Express Delivery Market, by Ed Tse, Justin Zubrod, Alexander Niehues, Simon Gillies, and Paolo Pigorini, Booz Allen Hamilton, 2007. 1 Express Opportunities in China Packaging a Strategy for the International and Domestic Express Delivery Market Introduction China is on its way to becoming a global trade powerhouse—with an economy that is expected to reach a gross domestic product of USD 4.5 trillion within...
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...in the job description. | * Job advertisements * When advertising wording is the biggest obstacle that needs to be addressed. * Try to use words like salesperson instead of salesman or energetic instead of young. * In job advertising the main objective is to promote your available position while showing an equal opportunity employer | * Job applications and interviews * Avoid unlawful questions by asking questions that are job-related. * Develop a standard set of questions that can be used in every interview. * Questions that pertain to experience or skills required | * Interviewing protocol * When starting an interview give the applicant some info on the job duties, hours, pay range, benefits, and career opportunities. * While interviewing avoid discussing sex, religion, politics, age, ethnicity, birthplace, or personal finance. These topics portray bad manners and some are illegal to discuss with an applicant. | * Testing * Testing is usually done pre-employment such as aptitude, honesty, medical and drug testing. * Testing is usually performed in...
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...Research Findings 6 Health Benefits 6 Retirement Planning 7 Employee Rewards and Incentives 8 Recommendations 10 Conclusion 11 References 12 Executive Summary We need to re-evaluate our current employee package. Our compensation strategy needs an entire tune-up. We do not offer competitive benefits that will entice the type of employees we want working for our company on a long-term basis. A new, improved, and luring employee benefit package will help set us apart from our competition. Our current benefits policy includes: Paid vacation for salaried employees only after 1 full year of continuous service, paid sick days for salaried employees only after 1 full year of continuous service, medical and dental only to all employees after 6 months of continuous service, holiday dinner for corporate employees and their spouse/domestic partner. We can improve these areas and add some other options to our current employee package, Our current health benefits are through an HMO, which is the best option at this time. Perhaps in the future when we have become a 500+ employee company we can look at the other option, a PPO coverage with an additional option to include an HSA account. Our current HMO plan provides coverage with a small co-payment and a 20/80 % coverage with a $1000 annual deductible. The only way I can see right now to improve our health benefits option is to add vision coverage and also make it more affordable...
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...kulula.com in July 2001 as a separately branded Comair initiative: a South African low-cost, no-frills airline modelled on the successful European low-cost airline, easyJet. Kulula.com offered return flights between Johannesburg and Cape Town for as little as R800, three times a day, and received 2 000 bookings on its first day of operation. The product offering was simple: easy online booking directly with the airline and affordable fares. At the same time, frills were kept to a minimum: tickets could not be changed once they had been purchased7; there was no pre-assigned seating8, frequent flyer programme or business-class; and food and drink were sold on board rather than distributed for free.9 By stripping costs out of kulula.com's operations and business systems, the airline was able to offer up to a 40% discount on a conventional airline ticket. Research had found strong evidence to suggest that independent players did better in the low-cost segment because they were not bogged down by the systems and culture of the full-service airline. So, if kulula.com were to succeed it would had to make the most of the benefits of belonging to the Comair group but also transform its business model. Several local and...
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