PNC Bank Survey Offers Insights, Analysis on Financial Wellness Mindset Among U.S. Workers and Employers

PITTSBURGH, Aug. 27, 2025 /PRNewswire/ -- PNC Bank today released findings from its third annual Financial Wellness in the Workplace Report entitled, "What today's workers value most, across generations," which summarizes survey data and in-depth interviews from more than 1,000 U.S. workers and more than 500 U.S. employers to better understand the financial health and wellness of today's workforce.

Overall, the survey revealed broad consistent trends when compared with previous years' results, though the percentage of workers who reported being stressed about their finances ticked down slightly. The survey findings show that 68% of workers report being "somewhat" or "very" stressed about their financial situation — down slightly from 70% in 2024 and 71% in 2023. Notably, in 2025, 69% of employers surveyed believed their workers to be facing financial stress, which was down significantly from the 78% reported in 2024 and slightly from the 71% reported in 2023.

Other notable findings include:

• Boomers are feeling better year-over-year. Among those surveyed, 48% of Baby Boomers said they were better off financially this year compared to last year. Across other generations, 38% of Gen X survey participants, 31% of Millennial participants and 18% of Gen Z participants reported feeling better about their financial situation in 2025 compared to 2024.
• Most U.S. workers are comfortable managing debt. Of those surveyed, 72% of workers said they are at least "somewhat" confident in managing debt. Significantly, Gen Z and Gen X reported being less concerned about student loans compared to last year, and Boomers were less concerned about auto and finance loans in 2025 compared to 2024. Millennials' debt concerns are about the same as last year across all types of loans.
• Confidence level for meeting retirement goals varies across generations. Gen Z is the most confident, with 56% reporting they are "somewhat" or "very confident" they will meet their retirement goals. Millennials (50%) and Boomers (50%) were equally confident, while Gen X (43%) were the least confident in their ability to meet retirement goals.
• Employers generally think their workers are prepared for retirement. A majority (78%) of U.S. employers believe their workers are prepared for retirement. Conversely, only 45% of workers believe they are prepared for retirement.
• U.S. workers are more likely to stay with an employer that offers more financial wellness benefits. A significant majority (81%) of U.S. workers surveyed said they are more likely to stay with an employer that offers financial wellness benefits, which is up from 78% in 2024. Additionally, 96% of U.S. employers believe they have at least some responsibility to offer financial wellness benefits, up from 94% last year.

"Today's workforce spans multiple generations, each with its own set of financial goals," said Kaley Keeley Buchanan, senior vice president and head of PNC Organizational Financial Wellness. "To attract and retain top talent, employers must offer individualized benefits to employees that resonate across age groups and life stages. The PNC Organizational Financial Wellness team has unique understanding and insights to help businesses deliver targeted, high-impact benefits that help support employee well-being, boost performance and foster long-term loyalty."

Additional notable findings include:

• Among workers surveyed, 67% reported living paycheck to paycheck. That's up from 63% from last year.
• However, workers generally reported being in more control of their finances in 2025 (62%) compared to 2024 (56%).
• A financial planning benefit was available to 30% of workers surveyed in 2025, compared with 28% in 2024.

With today's workforce indicating they are more likely to stay with an employer that offers financial wellness benefits, businesses must adapt their approach to stay competitive and retain top talent. PNC Organizational Financial Wellness partners with companies to design and deliver innovative, customized benefits that support both business goals and the evolving needs of the people they aim to hire and keep. More findings, including the complete report and related information are available at pnc.com/WorkplaceReport.

PNC Bank, National Association, is a member of The PNC Financial Services Group, Inc. (NYSE: PNC). PNC is one of the largest diversified financial services institutions in the United States, organized around its customers and communities for strong relationships and local delivery of retail and business banking including a full range of lending products; specialized services for corporations and government entities, including corporate banking, real estate finance and asset-based lending; wealth management and asset management. For information about PNC, visit http://www.pnc.com.

Methodology
The 2025 Financial Wellness in the Workplace Study1,2 was conducted in early 2025 and surveyed two different populations: U.S. employers and U.S. workers. The research was conducted in two phases: PHASE 1: QUALITATIVE In-depth interviews, separately, with employers and workers in January 2025. PHASE 2: QUANTITATIVE Separate online surveys with employers and workers in March 2025. The Employer Survey was conducted online with a national sample of 500 U.S. employers with 100+ workers and annual revenues of $5 million or more. The sampling error is +/- 4.4% at the 95% confidence level. The Workers Survey was conducted online with a national sample of 1,000 U.S. workers ages 21–69 who work full time at companies with 100+ workers. The sampling error is +/- 3.0% at the 95% confidence level. The study was conducted by Willow Research, a custom market research firm and certified woman-owned business. Gen Z 1997-2012, Millennial 1981-1996, Gen X 1965-1980, Boomer 1946-1964.

DISCLAIMER: This report was prepared for general information purposes only and is not intended as specific advice or recommendations. Any reliance upon this information is solely and exclusively at your own risk. NOTE: The sum of percentages may not add to the total due to rounding.

***** ***** ***** ***** ***** 

Source PR Newswire

https://www.prnewswire.com/news-releases/pnc-bank-survey-offers-insights-analysis-on-financial-wellness-mindset-among-us-workers-and-employers-302540111.html

Employers have a “balancing act” of providing flexibility but also making sure employees are actually taking time off, an expert at Goldman Sachs Ayco told HR Dive.

Published Aug. 14, 2025 ... by Ginger Christ 

By letting workers convert unused PTO into cash, student loans or 401(k) contributions, more employers are giving workers choice. Goldman Sachs Ayco’s 2025 Benefits and Compensation Trends report, published earlier this year, showed some employers even permit workers to convert their time into health savings account contributions; into charitable giving, including donating time off to co-workers; and into 529 plan, or qualified tuition, programs.

“This really kind of fits in with the overall trend we’ve seen the last few years about large employers specifically really trying to provide as much flexibility in their PTO programs as possible,” said Kris Battistoni, vice president, compensation and benefits solutions at Goldman Sachs Ayco. 

Jonathan Barber, vice president and head of compensation and benefits solutions at Goldman Sachs Ayco, called the benefits situation a “perfect storm.” Workers, often in hybrid and remote roles, are taking less PTO and want flexibility, and companies are willing to offer flexibility using dollars they’ve already set aside, Barber said. 

“We’re seeing that across the board with employee benefits,” Barber said. 

However, it’s not a free-for-all, they warned. The benefits and compensation trends report shows that most companies limit how many hours can be converted annually; the limit typically is 40 hours per year. 

Employers have a “balancing act,” Battistoni said, of providing flexibility but also making sure employees are actually taking time off.

There are some things employers need to keep in mind when implementing a conversion program, Barber warned. Employee paid leave laws vary by state and even sometimes by municipality, so they need to ensure workers still get the legally required amount of vacation and sick time, he said. 

While the PTO conversion trend is emerging, the number of companies offering such options is still in the single digits percentage-wise, said Battistoni, who called PTO “the next frontier” for flexibility in benefits.

“The purchase programs are probably more popular than the conversion programs at this point,” Battistoni said. “I think we’ll see an increase in both.”

The company’s trends report shows that about 25% of its corporate partners offer PTO purchase programs, which allow workers to buy and sell vacation days, typically up to five days.

“We might be in the single digits now, but that’s certainly not going to be the case, probably two, three, four years down the road,” Battistoni said of PTO conversion programs.

***** ***** ***** ***** ***** 

Source: HR Dive

https://www.hrdive.com/news/employers-let-workers-trade-in-pto-for-cash-student-loan-payments/757643/

August 05, 2025

Employers and U.S. workers express differing views about artificial intelligence (AI), job satisfaction, benefits offerings and more

HARTFORD, Conn.--(BUSINESS WIRE)-- Financial stress remains high among U.S. workers, according to the latest research from The Hartford, a leading provider of employee benefits and workers’ compensation. The sixth annual Future of Benefits Study, released today, presents perspectives of U.S. workers and employers regarding personal finances, AI and technology trends, workplace benefits, and other factors influencing today’s fast-changing business landscape.

“As financial concerns continue to weigh on U.S. workers, it’s clear that workplace benefits are more than just a perk – they’re a meaningful source of financial support and well-being,” said Mike Fish, head of Employee Benefits at The Hartford. “Employers can help the workforce navigate through uncertainty by ensuring they have access to benefits and the education needed to fully understand and utilize them. Employers and insurers have an opportunity to help their workers take control of their financial future with confidence.”

The study, which polled U.S. workers and HR professionals (employers), finds that most U.S. workers (72%) are at least somewhat stressed about their household finances, with one-third (33%) reporting they are very/extremely stressed. This is consistent with last year’s findings, which found 72% were at least somewhat stressed about their household finances, with 34% reporting they were very/extremely stressed. Other key findings include:

• Half of U.S. workers (51%) report they are living paycheck to paycheck;
• 53% of U.S. workers say their savings have decreased in the past 12 months; and
• More than half of U.S. workers (56%) report financial health is negatively impacting their workplace productivity.

Value of Employee Benefits

Amidst a backdrop of economic uncertainty, U.S workers are turning to their employers for support. The study reveals workplace benefits play a critical role in helping U.S. workers protect their finances, with most employers (80%) and workers (62%) recognizing the essential role benefits have in making them feel more financially secure. At the same time, a significant majority of employers (75%) say the benefits they offer are underutilized, creating an opportunity to educate employees about how employee benefits can provide additional financial security. Employers are adding to the benefits they offer to support their workers – 34% added benefits in 2025 and 53% plan to add benefits in 2026. While employer-provided benefits are key to improving financial well-being and overall job satisfaction, confusion remains a barrier.

“To bridge this gap, employers have an opportunity to be proactive in educating and engaging their employees to ensure they have access to the necessary resources and feel confident using them,” Fish said. “This requires a strategic shift – moving beyond enrollment periods and adopting a year-round approach to communication, personalized guidance, and digital tools that enhance accessibility.”

Benefits are also an important factor for job seekers. According to the study, 82% of U.S. workers say benefits are a key consideration when searching for a new job, and 58% would consider switching jobs for a more comprehensive benefits package.

Digital Split Around AI And HR Technology

Technology and AI-driven solutions have emerged as potential game-changers, providing personalized benefit recommendations and streamlined decision-making. However, there is a gap between employer and U.S. workers’ feelings about AI in the workplace – 72% of employers feel more optimistic this year than they did in 2024 about the use of AI in the workplace, and only 29% of employees say they are more optimistic. Addressing this disparity will require employers to be transparent and ensure that digital enhancements feel intuitive, reliable, and truly beneficial to employees.

Although technology continues to enhance the overall benefits experience, when it comes to completing certain benefits-related tasks, U.S. workers continue to prefer working with a person. U.S. workers prefer to interact with a person when:

• Requesting a leave of absence: 58%, an increase from 53% in 2024;
• Learning about benefits during open enrollment: 48%, an increase from 43% in 2024; and
• Selecting benefits during open enrollment: 47%, an increase from 42% in 2024.

The Hartford is a leading provider of employee benefits products and services, including leave management, group life and disability insurance, as well as other voluntary products. For more information, visit www.thehartford.com/employee-benefits.

Study Methodology

The Hartford’s 2025 Future of Benefits Study was fielded March 4-28, 2025, and included 701 employers and 1,000 U.S. workers. The employers surveyed were HR professionals who manage/decide employee benefits, and U.S. workers surveyed were actively employed. The margin of error for employer responses is +/- 3% and for U.S. workers is +/-3% at a 95% confidence level. Download the full Future of Benefits Study at www.thehartford.com/futureofbenefits.

***** ***** ***** ***** ***** 

Source: The Hartford

https://newsroom.thehartford.com/newsroom-home/news-releases/news-release-details/2025/The-Hartfords-New-Study-Finds-Continued-Financial-Stress-Among-U-S--Workers-Amid-Economic-Uncertainty/default.aspx

Employers have several options at their disposal, even if only for the 1% to 2% of workers who are most in need, a SHRM 2025 panel moderator told attendees.

*****

Published July 2, 2025 by Ginger Christ, Editor

SAN DIEGO — Applied Materials’ student loan repayment program for employees reaped such rewards that the company more than doubled its annual contribution after the first year, Tes Fernandez, director of U.S. benefits for the company said Monday during a panel discussion at SHRM 2025.

In year one, the manufacturing company contributed $2,000 per employee in direct repayment of workers’ student loans. In the years that have followed, Applied Materials now pays out $4,800 per employee and uses the benefit as both a way to support generally newer hires, recent graduates and some underrepresented groups and as a recruiting tool.

“They had to go up to the CFO and ask for extra millions of dollars to add this benefit. A year later, they more than doubled the benefit amount, not because the CFO got generous, but because they were seeing the results of the benefits,” Chris Rinko, VP and student debt and health and wellness benefits administration account executive at Fidelity Investments, said during the panel, which he moderated.

When it comes to student loan debt assistance, employers have two choices, Rinko explained. They can either provide a direct payment to student loan servicers to help pay down employees’ loans, or they can elect to offer matching contributions in the 401(k) plans of workers who demonstrate they are making student loan payments.

The direct payment method can be targeted to only apply to certain groups — those who earn less or those in a specific job, for example — and can have a set end date, Rinko said, while matching contributions are tied to a company’s overall 401(k) plan offering and can’t exclude any workers.

Tracey Gannon, a senior benefits manager at eBay, said it was “kind of a no-brainer” for the e-commerce company to offer matching funds after the passage of the SECURE 2.0 Act. The law gave employers the ability to match employee contributions to certain student loan payments.

“We felt that this was just such an easy first step,” Gannon said.

The company already budgets for all employees to get the full matching contribution in their retirement plans and has a 96% participation rate, Gannon said. That meant the new offering wasn’t a big budget item for the company but could provide support to some employees in need.

Similarly, offering a matching contribution seemed like “an easy win” for The Walt Disney Co. and its workers, said Marianne Lynch, a senior manager of executive benefits and hypercare for the company.

“It’s a huge, huge benefit to reduce that burden” of student loan debt, Lynch said. At Disney, 97% of employees already receive the full 401(k) match, but for those who don’t, it’s a way not to miss out on the matching funds to which they’re already entitled, she added.

“The only change here is you’re giving them another way to earn that match by paying their student debt,” Rinko said.

At companies where most employees already receive the full matching contribution, some leaders may ask, “Why bother?” with a student loan repayment match, Rinko said.

“The reason is, if it’s just 1% or 2%, if you can find a path for that small number, for those people who are usually in the greatest need to earn the match, why not?” Rinko said.

***** ***** ***** ***** ***** 

Source: HR Dive

https://www.hrdive.com/news/student-loan-payment-assistance-no-brainer-shrm-2025/752224/

Dan Ennis

Tue, June 10, 2025 at 3:55 AM PDT

Citi is allowing its hybrid employees to work remotely for two weeks of their choice in August, according to a memo seen Monday by Banking Dive.

“We've selected August because it is traditionally a quieter time for some of our businesses and clients, when many are already out of the office due to vacations,” Sara Wechter, the bank’s chief human resources officer, wrote in the memo, first reported by Business Insider.

Citi was an early COVID-era pioneer in its devotion to hybrid scheduling – a commitment the bank reaffirmed Monday, calling it an effective tool to attract and retain talent.

While Citi has offered a similar two-week remote period to hybrid employees every December, it hasn’t given a blanket out-of-office green light in August since 2022.

Citi’s lean into remote work runs counter to a prevailing industry trend that has seen JPMorgan Chase, BNY and Royal Bank of Canada, so far this year, increase the number of days employees are required to work from the office.

JPMorgan in January told employees companywide to return to the office five days a week starting in March.

“We know that some of you prefer a hybrid schedule and respectfully understand that not everyone will agree with this decision,” JPMorgan’s operating committee wrote at the time in a memo. “We think it is the best way to run the company.”

BNY called its employees back to the office four days a week starting in September – but with a caveat that the bank did not intend to push the mandate further.

“We have no plans to return to 5 days in office unless circumstances were to demand otherwise,” BNY said in its April memo.

RBC, meanwhile, said last month that it wants its employees – at least those not already in the office full time or remote full time – to work from the office four days a week starting in September.

That marks only a slight change, though, from the stance the Toronto-based lender took in March 2023, when it gave its hybrid workers the option to work from the office three or four days a week.

RBC is not the only Canadian lender to tighten its reins on in-office work. Scotiabank last week said it would require teams that work in locations with “real estate capacity” to begin coming into the office “4+ days per week” in September, according to an internal memo to Toronto area employees.

“We know having our teams working together in-person has many benefits – greater collaboration, higher engagement, more career development opportunities, and a stronger culture and sense of belonging – and we are already seeing the positive impact this is having across the bank as we focus on executing on our strategy,” Scotiabank spokesperson Clancy Zeifman said in an emailed statement seen by The Globe and Mail.

For teams with more limited real estate, the in-office requirement will increase as space becomes available, the bank said.

“We will continue to build on this impact as we bring our teams on-site more often, with the goal of reaching four days onsite across the bank over time,” Zeifman said.

The memo wasn’t sent to branch workers, who are already working on-site full time.

Likewise, Citi’s August remote-weeks offer does not apply to branch workers, employees in non-hybrid roles or jobs that require staff to be on-site for regulatory reasons.

The bank also specified that employees must work from a location where they have the legal right to do so.

Citi chose a common time frame for its August offer because “having a designated remote work period provides consistency across teams globally to meet our deliverables and client obligations.”

“Whether working in the office or remotely, it is essential that we remain as productive as ever, stay connected, collaborate effectively and deliver on our commitments,” Wechter said in the Citi memo.

***** ***** ***** ***** ***** 

Source: Yahoo Finance

https://finance.yahoo.com/news/citi-offers-hybrid-employees-2-105508738.html

By   Alyssa PlaceJune 10, 2025, 12:00 p.m. EDT

Despite a near-universal rollout of wellness initiatives across organizations, the stark reality is that most well-being programs aren't meeting employees' needs.

New findings from Insurope's annual Global Employee Benefits and Multinational Pooling Market Report reveal that while 84% of HR leaders believe wellness solutions have a positive impact on retention, absenteeism and employee satisfaction, many programs are falling short. Poor alignment with company culture, lack of personalization and low engagement were some of the top reasons for the disconnect. 

More than half of benefit managers surveyed acknowledged this disconnect in the wellness benefits their companies offer with how leadership treats employee well-being on a daily basis. This lack of authenticity sends a conflicting message to employees, diminishing trust and decreasing participation in wellness offerings. 

Read more: What mental health benefits should your company offer?

When wellness is treated as a check-the-box initiative instead of being integrated into the organizational culture, employees are less likely to engage — regardless of the program's quality or scope.

"Today's workforce is highly attuned to whether employers care about their well-being," Fallon Carpenter, head of people and culture at Sentinel, previously shared with EBN. "By offering resources that support whole-person health, companies can enhance their cultural appeal and strengthen their talent retention strategies."

Low employee engagement remains a top concern for benefit leaders, according to the report,  cited as one of the most common challenges with current benefit offerings. Additionally, 27% reported receiving negative feedback on wellness initiatives, while 22% admitted that their benefits simply don't support all employees. 

These findings point to a fundamental issue: Many wellness programs aren't inclusive or flexible enough to serve a globally and generationally diverse workforce. Without customization or offerings that account for different life stages, health needs and work environments, uptake and effectiveness will continue to lag.

Finding workable solutions to employee well-being

Yet employers don't have to search for complex solutions to these issues; simply listening to employee feedback is a good first step. Employees are increasingly vocal about the benefits that would most improve their well-being: According to the Insurope survey, the most requested benefits include health and medical insurance (61%), pension and retirement plans (49%), wellness and mental health services (45%), childcare and maternity benefits (39%), education assistance and career development (40%), and flexible working hours or remote options. 

But wellness programs alone aren't enough — employees want comprehensive, holistic support that spans their physical, financial and emotional well-being. Offering flexible working arrangements and financial wellness programs, for example, also have a significant impact on stress reduction and overall satisfaction in the workplace.

"This isn't just an individual challenge — it's a collective one, impacting team morale, productivity and job satisfaction," said Peter Dunn, CEO of Your Money Line. "This strain isn't just a personal issue; it's a workplace challenge that demands attention." 

Leadership must also model and support well-being from the top down, aligning business practices, communication and managerial behavior with company wellness goals. It's clear that employees don't want one-size-fits-all programs — benefit managers should offer benefit plans that allow individuals to select the services that best match their needs, whether that's telehealth, therapy, fitness, or financial coaching. 

Ultimately, well-being initiatives will only have an impact when they are employee-centered, culturally supported and strategically integrated into the broader benefits ecosystem. As companies grapple with rising healthcare costs and evolving employee expectations, it's no longer enough to offer wellness as an add-on. It must be a pillar of the employee experience. 

By reevaluating priorities and listening closely to employee feedback, benefit managers can transform underperforming wellness initiatives into powerful tools for engagement, retention, and productivity — turning good intentions into real-world impact.

"Gathering insights without acting upon them is pointless, and can even prove damaging as employees will feel that they are not listened to and that their views have no value," Ian Barrow, senior employee experience consultant at WorkBuzz, previously shared with EBN. "With valuable new information on hand, the organization can put together action plans, creating a thriving organizational culture that employees want to be a part of." 

***** ***** ***** ***** ***** 

Source: Employee Benefit News (EBN)

https://www.benefitnews.com/news/wellness-benefits-are-not-improving-employee-health

Employers under pressure to raise pay despite budget constraints

BY Dexter Tilo ||| 10 Jun 2025 

Organisations delaying pay rises are reporting higher turnover and disengagement in their workforce, according to new research.

The latest findings from Robert Walters revealed the consequences of pushing back salary hikes for professionals and white-collar workers, even if it stems from difficult financial positions.

It found that 49% of organisations that delayed pay hikes reported an increase in employee turnover. Another 36% said delaying pay rises led to disengagement within their teams.

"Our research shows that these decisions, while understandable, are not without consequence," said Sean Puddle, Managing Director at Robert Walters North America, in a statement. "Whether it's higher turnover or a gradual drop in motivation, companies are starting to feel the effects."

The report further found that 57% of employees who didn't receive a pay rise this year are now actively looking for a new job. This is also the case for 65% of employees who received a lower-than-expected pay hike.

"There's a clear message here: even if employees understand the business pressures, unmet expectations are still pushing them to reconsider their options. And with AI tools streamlining the job application process, employees have more opportunities than ever to explore new roles," Puddle said.

Difficult financial positions

The pressure to meet employees' salary demands comes in the wake of financial challenges facing organisations.

"Businesses are under immense pressure to keep costs down, and for many, salary increases just haven't been feasible this year," Puddle said.

According to the report, 53% of business leaders said budget constraints and business performance were the reasons why they delayed or reduced employees' pay rises.

Puddle said they are also seeing more employers who are asking how to retain their best people when pay increases aren't on the table.

Robert Walters' advice: think creatively, such as by offering meaningful career development, flexible work arrangements, as well as internal mobility pathways.

"When salaries are constrained, culture and communication matter more than ever. The organisations that succeed will be those that balance cost control with a thoughtful, market-informed approach to employee engagement," Puddle said.

***** ***** ***** ***** *****

Source: HRD

https://www.hcamag.com/us/news/general/delayed-pay-rises-fuels-employee-turnover-disengagement-report/538636 

Sharing employee pay can unexpectedly influence workplace dynamics and feelings of entitlement among co-workers, according to a study published April 3 in the Journal of Business Ethics.

When workers learn where their pay ranks against their peers, their feelings of entitlement can rise or fall based on whether they’re near the top of performance ranking lists, the researchers found.

“Organizations should carefully consider the type of information shared with employees, as the appropriateness of this information may depend on the employees’ relative performance,” lead author Boris Maciejovsky, associate professor of management at the University of California at Riverside, said in a statement.

Across four experiments, employees with top performance rankings tended to feel entitled to significantly higher compensation than those ranked below them, even when comparing themselves to peers with similar rankings. They were also more likely to demand significant raises.

On the other hand, employees with low-level performance rankings felt demoralized and were less likely to ask for a raise. Some workers felt they didn’t deserve a raise at all, and because of that, had less incentive to improve their work or collaborate with others.

The study findings may hold important implications as companies, cities and states adopt transparency policies, Maciejovsky said. Although transparency aims to promote fairness and reduce inequities, it can also reinforce status differences between high and low performers, he added.

Maciejovsky and colleagues emphasized that pay transparency still has value, as it can uncover unfair disparities and reduce systemic biases. To combat the unintended consequences, though, employers should invest in a supportive workplace culture that “values growth and contribution across all levels — not just those near the top,” they said.

Only 19% of U.S. companies have a pay transparency strategy in place, according to a Mercer survey. However, 63% of companies said they planned to share pay information internally and externally, and 56% said employees should have access to compensation data.

In general, 3 in 4 employers aren’t prepared for pay transparency laws to take place in 2025 and 2026, according to a survey by Aon plc. Companies that comply with new regulations “sooner rather than later” will be better able to tackle pay disparities, encourage fairness and help workers make informed career choices, an Aon executive said.

***** ***** ***** ***** ***** 

Source; Yahoo Finance

https://finance.yahoo.com/news/pay-transparency-may-come-unintended-111300219.html

NEW YORK--(BUSINESS WIRE)--Abernathy Daley 401k Consultants (“Abernathy-Daley”), a consultancy in 401(k) plan administration and employee education, has found that nearly 84% of United States-based retirement plans have at least one likely Employee Retirement Income Security Act (ERISA) red flag from a regulatory and/or fiduciary violation. These findings indicate that over 600,000 American companies could be at potential risk of fines, legal penalties, and fiduciary failure.

Abernathy-Daley analyzed the latest Form 5500 filings for 764,729 plans, identifying and tagging each plan with any red flags from their most recent filing. Abernathy-Daley defines red flag violations as either “infractions, fineable offenses, fiduciary failure, or plan malpractice” and are separated into two main categories: Regulatory Infraction Red Flags (RIRF) and Egregious Plan Mismanagement Red Flags (EPMRF).

Key Research Findings:

• 43% of companies across the United States have at least one of four major red flag violations in their retirement plan that can lead to governance and compliance-related issues, which may result in violations, lawsuits, and/or fines (RIRFs).
• 76% of American-based companies have at least one of four major red flag violations that represent a fiduciary failure from either the plan administrator or plan sponsor (EPMRFs).
• In total, approximately 84% of plans have at least one red flag violation that puts them at regulatory risk or indicates their failure as a fiduciary.

“Plan sponsors and employees are not only overpaying for their retirement plans on a widespread scale; they are also being underserved and exposed to unplanned and potentially damaging legal, compliance, and financial risks,” said Steven Abernathy, CEO of Abernathy. “CFOs, HR leaders, and other key executives must work to ensure the design and administration of their plans align with legal and fiduciary requirements.”

Monetary Penalties from Retirement Plan Mismanagement

In 2024, the Employee Benefits Security Administration’s (EBSA) legal proceedings restored nearly $1.4 billion to employee benefit plans, participants, and beneficiaries. EBSA’s ensuing criminal investigations resulted in 68 indictments and 161 convictions or guilty pleas, including from plan officials and corporate officers. On January 21, 2025, Vanguard agreed to pay more than $100 million in fines to the Security Exchange Commission for misleading investors regarding their Target Date Funds, along with $40 million in fines to 401(k) plan participants.

Abernathy-Daley Research Methodology

RIRFs are defined by Abernathy-Daley as “the most severe violations, which represent issues within the retirement plan that can result in civil legal penalties, discovery leading to trial, or both.” The selected RIRF infraction categories were: 1.) Loss from fraud or dishonesty; 2.) Not offering qualified default investment alternatives (QDIA); 3.) an insufficient fidelity bond; and 4.) Not 404(c) compliant. Abernathy-Daley found at least 328,833 retirement plans had at least one RIRF, representing approximately 43% of the total plans.

Egregious Plan Mismanagement Red Flags (EPMRFs) are defined as “red flags that may not necessarily result in a fine, but represent failure of:

• The plan administrator in their fiduciary duty to the plan sponsors, and
• The plan sponsors in their fiduciary duty to their employees.

The selected EPMRF infraction categories were: 1.) Not including automatic enrollment; 2.) No corrective distribution of excessive contributions; 3.) No 404(c) with participant-directed accounts; and 4.) Failure to transmit payments on time. Abernathy-Daley found at least 584,113 retirement plans had at least one EPMRF, representing approximately 76% of the total plans.

“Retirement plans represent a fiduciary duty toward employees and provide an essential competitive advantage for talent acquisition and retention. Yet, these alarming findings clearly show that administrators are not keeping plan sponsors out of harm’s way and plan sponsors are not offering their employees a bulletproof retirement plan,” said Matthew Daley, president of Abernathy-Daley.

Daley continued, “As a result, hundreds of thousands of unknowing American businesses could conceivably face considerable regulatory and fiduciary penalties. We recommend implementing benchmarking audits to ensure corporate leaders remain in compliance and deliver the optimal solutions and choices to their employees.”

Contact Abernathy Daley 401k Consultants to schedule a cost-free benchmarking audit and ensure retirement plans meet all regulatory and fiduciary standards at https://www.abernathydaley401k.com/

***** ***** ***** ***** ***** 

Source: Business Wire

https://www.businesswire.com/news/home/20250128762249/en/Abernathy-Daley-401k-Consultants-Study-Finds-84-of-Corporate-Retirement-Plans-in-United-States-Have-at-Least-One-Regulatory-or-Fiduciary-Red-Flag-Violation

Paid time off can be a low-cost and popular benefit, but whether workers feel comfortable using it is another story.

Published April 3, 2025 by Ryan Golden

Paid time off policies reduce turnover for all workers, regardless of how satisfied workers are with their jobs or whether they have access to flexible schedules, according to a joint Florida Atlantic University and Cleveland State University study published in the International Journal of Manpower last month.

Researchers found that voluntary turnover dropped by 35% among employees who were offered PTO. However, PTO did not affect workers’ job satisfaction — though job satisfaction did independently reduce turnover by about 30% to 40%, the universities said in a press release.

“While workers may feel satisfied with their job, the absence of adequate resources like PTO can still drive them to quit,” said LeaAnne DeRigne, professor at FAU’s Phyllis and Harvey Sandler School of Social Work, in the release. “Even when employees are content in their roles, the lack of sufficient time away from work can lead to burnout, stress or a sense of being undervalued, ultimately prompting them to leave.”

Similarly, access to flexible schedules also reduced voluntary turnover, but did so independently of PTO availability, per the study results. Researchers compared the value of flexible scheduling to that of retirement plans in terms of their role in turnover reduction.

Increasingly in-demand

The study results reflect what may be obvious to HR observers: employees tend to seek positions with PTO availability. Unlimited PTO is increasingly in demand; about 1 in 5 workers surveyed last year by financial services firm Empower said they would turn down jobs that did not come attached with an unlimited PTO benefit, and 26% said they would even take a job that paid less if it came with unlimited PTO.

The study results reflect what may be obvious to HR observers: employees tend to seek positions with PTO availability. Unlimited PTO is increasingly in demand; about 1 in 5 workers surveyed last year by financial services firm Empower said they would turn down jobs that did not come attached with an unlimited PTO benefit, and 26% said they would even take a job that paid less if it came with unlimited PTO.

Employers, particularly those in talent-hungry industries, largely have responded to the trend. Data from Indeed showed that mentions of PTO in job postings on the site more than doubled between January 2020 and May 2024, with in-person work jobs being especially likely to offer PTO.

***** ***** ***** ***** ***** 

Source: HR Dive

https://www.hrdive.com/news/paid-time-off-reduces-job-hopping-regardless-of-employee-satisfaction/744342/