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October 20, 2022

Reports of “Quiet Quitting” and the Great Resignation Highlight How the COVID-19 Pandemic Shifted the Way Americans Live and Work

Framework Highlights Five Essentials for Workers in Organizations, and Businesses of Every Size to Help Leaders Develop Policies and Practices that Support the Mental Health and Well-Being of Workers

(Washington, DC) -- Today, United States Surgeon General Dr. Vivek Murthy released a new Surgeon General’s Framework for Mental Health & Well-Being in the Workplace outlining the foundational role that workplaces should play in promoting the health and well-being of workers and our communities. As reports of “quiet quitting” and the Great Resignation have shown, the COVID-19 pandemic has changed the nature of work for many and the relationship that some workers have with their jobs.

With more than 160 million people participating in the United States workforce and with the average full-time worker in the United States spending about half of their waking life at work, workplaces play a significant role in shaping our mental and physical well-being. Employers have a unique opportunity not only to invest in the mental health and well-being of their workforce, but also to strengthen their organizations’ success by doing so.

“A healthy workforce is the foundation for thriving organizations and healthier communities,” said Surgeon General Dr. Vivek Murthy. “As we recover from the worst of the pandemic, we have an opportunity and the power to make workplaces engines for mental health and well-being, and this Surgeon General’s Framework shows us how we can start. It will require organizations to rethink how they protect workers from harm, foster a sense of connection among workers, show workers that they matter, make space for their lives outside work, and support their growth. It will be worth it, because the benefits will accrue for workers and organizations alike.”

The COVID-19 pandemic brought the relationship between work and well-being into clearer focus for many U.S. workers. According to recent surveys:

• 76% of U.S. workers in a 2021 survey reported at least one symptom of a mental health condition  (anxiety, depression), an increase of 17 percentage points in just two years.
• 81% of workers reported that they will be looking for workplaces that support mental health  in the future.
• 84% of respondents reported at least one workplace factor that had a negative impact on their mental health .

In the Surgeon General’s Framework for Mental Health and Well-Being in the Workplace, Dr. Murthy outlines Five Essentials for Workplace Mental Health and Well-Being to help organizations develop, institutionalize, and update policies, processes, and practices that best support the mental health and well-being of all workers.

1. Protection from Harm: Creating the conditions for physical and psychological safety is a critical foundation for ensuring mental health and well-being in the workplace. In order to promote practices that better assure protection from harm, workplaces can:
   1. Prioritize workplace physical and psychological safety
   2. Enable adequate rest
   3. Normalize and support focusing on mental health
   4. Operationalize Diversity, Equity, Inclusion, and Accessibility (DEIA) norms, policies, and programs
2. Connection and Community: Fostering positive social interaction and relationships in the workplace supports worker well-being. In order to promote practices that better assure connection and community, workplaces can:
   1. Create cultures of inclusion and belonging
   2. Cultivate trusted relationships
   3. Foster collaboration and teamwork
3. Work-Life Harmony: Professional and personal roles can create work and non-work conflicts. In order to promote practices that better assure work-life harmony, workplaces can:
   1. Provide more autonomy over how work is done
   2. Make schedules as flexible and predictable as possible
   3. Increase access to paid leave
   4. Respect boundaries between work and non-work time
4. Mattering at Work: People want to know that they matter to those around them and that their work matters. Knowing you matter has been shown to lower stress, while feeling like you do not can increase the risk for depression. In order to better assure a culture of mattering at work, workplaces can:
   1. Provide a living wage
   2. Engage workers in workplace decisions
   3. Build a culture of gratitude and recognition
   4. Connect individual work with organizational mission
5. Opportunities for Growth: When organizations create more opportunities for workers to accomplish goals based on their skills and growth, workers become more optimistic about their abilities and more enthusiastic about contributing to the organization. In order to promote practices that better assure opportunities for growth, workplaces can:
   1. Offer quality training, education, and mentoring
   2. Foster clear, equitable pathways for career advancement
   3. Ensure relevant, reciprocal feedback

A Surgeon General’s Framework is a guide to call attention to a public health issue, developed to help the American public better understand and address factors that affect health. This particular Framework provides Essentials, a foundation of key components, for workplace leaders to engage all workers and equitably support their mental health and well-being. It includes evidence-informed practices that leadership across workplaces of varied sizes and industries can apply to reimagine and reinvigorate their organizations.

As the Nation’s Doctor – the 21st Surgeon General of the United States – Dr. Murthy has focused much of his work, research, and public platform on how the nation can recover from the pandemic stronger than before, including his recently-issued Surgeon General’s Advisories on Youth Mental Health and Health Worker Well-Being. The Surgeon General’s Framework for Mental Health and Well-Being in the Workplace is part of the Department of Health and Human Services’ (HHS) ongoing efforts to support President Joe Biden’s whole-of-government strategy to transform mental health services for all Americans—a key part of the President’s Unity Agenda that is reflected in the President’s Fiscal Year 2023 budget. Following the President’s State of the Union in March, HHS Secretary Xavier Becerra kicked off the HHS National Tour to Strengthen Mental Health to address the mental health challenges that have been exacerbated by the COVID-19 pandemic, including substance use, youth mental health, and suicide.

You can read the full Framework here.

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Source: U.S. Department of Health & Human Services

https://www.hhs.gov/about/news/2022/10/20/us-surgeon-general-releases-new-framework-mental-health-well-being-workplace.html

Janet Novack, Forbes Staff

The Internal Revenue Service announced today that young workers will be allowed to contribute up to $22,500 pretax to a 401(k) or similar retirement savings plan in 2023, a $2,000 jump from the current $20,500 limit. Those 50 or older will be permitted to sock away up to $30,000, a $3,000 boost, which includes a $7,500 “catch-up” contribution, up from a $6,500 catch-up in 2022. That means employees who are already contributing the maximum and are able to save more will in effect be able to give themselves a tax cut.

At the same time, the IRS said, the limit for contributions to a pre-tax or Roth IRA will rise next year to $6,500, up from the $6,000 level where it has been stalled for four years. Those 50 and older can make an additional $1,000 catch-up contribution to an IRA—a number that is not subject to inflation adjustments.

Meanwhile, the maximum contribution an employee can make to a Simple IRA Plan—a retirement plan designed for small businesses—will rise to $15,500 in 2023, up from $14,000.

The contribution limit increases were widely anticipated since they are based on the inflation rate—now running at a 40-year high. According to benefits consultant Mercer, the limit increases are all the largest ever. (The last time inflation was this high, automatic adjustments weren’t a part of the tax code.)

Last week, the IRS released a slew of other inflation adjustments, including higher standard deductions and tax brackets and increases in the amount of wealth that can be transferred free of gift or estate tax. The Social Security Administration also announced an 8.7% cost of living adjustment for 2023—an automatic benefits boost increase for 70 million Americans.

The full set of IRS adjustments to retirement plans are available here, in Notice 2022-55.

Here’s more of what you need to know about the retirement adjustments for 2023.

401(k) Plans

The new $22,500 and $30,000 limits apply to employee contributions that are made either pre-tax or to a Roth account in a 401(k) plan, or to similar plans maintained by non-profit and government employers—403(b) plans, most 457 plans and the federal government’s Thrift Savings Plan for workers.

There’s also an overall limit (including employer contributions) on how much can go into any employee’s 401(k) each year. That will be jumping from $61,000 to $66,000 for younger workers and from $67,500 to $73,500 for those 50 plus, who get that catch-up boost. The highest paid employees may find that number relevant, since some plans permit workers to top up their own contributions to reach the limit. Top-up contributions must be made with after tax dollars and don’t go into a Roth.

It works like this: Pre-tax contributions reduce your current tax bill and grow tax deferred, but all your withdrawals in retirement are taxable (with certain exceptions for money transferred directly to charity). Roth contributions are made after tax and all earnings on them (as well as the original contributions) are tax free when taken out in retirement. Earnings on after-tax contributions are merely tax deferred and only the original contributions come out tax free.

IRA Contributions And Income Limits

While the amount you can contribute to an IRA is rising from $6,000 to $6,500, that’s not the only number that has been adjusted for inflation. You can’t make a tax deductible contribution to an IRA unless you either have no workplace retirement plan or your income is below certain limits. For 2023, the deduction will phase out for single taxpayers earning between $73,000 and $83,000 (up from $68,000 to $78,000) and for married couples filing jointly earning $116,000 to $136,000 (up from between $109,000 and $129,000). If your spouse is covered by a workplace plan and you’re not, your deduction for an IRA phases out between $218,000 and $228,000 in 2023, up from $204,000 to $214,000 in 2022.

At the same time, the income limits to make a contribution to a Roth IRA, which are higher than those for the pre-tax IRA, are also rising sharply. (Important note: the pre-tax and Roth IRA are both subject to the same $6,500/$7,500 contribution limit. Roth IRAs are generally considered a desirable account to fund because they are so flexible—you can always take out your original contributions to a Roth IRA without facing the sort of tax penalties that can hit pre-retirement withdrawals from other accounts. In fact, Roth IRAs can even function as an emergency account for young savers.)

The income phase-out for contributions to a Roth IRA for singles and heads of household will be $138,000 to $153,000 in 2023 (up from $129,000 to $144,000). For married couples filing jointly, the phase-out range will be $218,000 to $228,000, up from $204,000 to $214,000 this year.

SEP IRAs and Solo 401(k)s

These are plans designed for the self-employed and small business owners. The maximum that can be saved in a SEP IRA will go to $66,000, up from $61,000 in 2022. That’s considered an employer contribution and is based on total earnings. A self-employed person can effectively contribute up to 20% of earnings of up to $330,000, up from $305,000 in 2022.

The limit for total contributions to a Solo 401(k)—a 401(k) for self-employed folks—is rising from $61,000 to $66,000 for younger folks and from $67,500 to $73,500 for those 50 and older. That’s the same as the overall limit for regular 401(k)s. One part is the employee contribution, which has the same contribution limits as any other 401(k)—$22,500 in 2023 for younger workers and $30,000 for those 50 or older. The other part is the employer contribution and is based on earnings. One advantage of a Solo 401(k) is that the employee contribution part allows the self-employed to save large amounts at lower earnings levels than with a SEP IRA. Another advantage is that those 50 and older can make an additional catch-up contribution to a Solo 401(k), but not to a SEP IRA.

Saver’s Credit

This is a tax credit designed to encourage low and moderate income workers to save for retirement by matching (at a rate of 10% to 50%) some of what they contribute to an IRA or workplace plan. The credit phases down and out as a taxpayer’s income rises. In 2023, the credit will phase out at $73,000 for married couples filing joint tax returns (up from $68,000); $36,500 for singles and couples filing separately (up from $34,000); and $54,750 for heads of household (up from $51,000).

Defined Benefit Plans

The amount that can be put into a plan for any one worker is affected by a Congressionally set (and inflation adjusted) limit to how much of that worker’s salary can be considered for calculating his future benefit. That maximum salary in 2023 will be $265,000, up from $245,000. The use of defined benefit plans has declined at big companies, but older small business owners have increasingly been using custom designed defined benefit plans to sock away huge amounts on a pre-tax basis.

QLACs

The dollar limit on the amount of your IRA or 401(k) you can invest in a qualified longevity annuity contract will rise in 2023 to $155,000 from $145,000. A QLAC pays you money some time in the future and is considered a way to avoid outliving your money or to provide for long term care expenses late in life. The $155,000 is a lifetime limit, not an annual limit.

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Source: Forbes

https://www.forbes.com/sites/janetnovack/2022/10/21/for-2023-401k-savings-limits-will-jump-by-record-amount/?sh=75aba6e636b3

By Kathryn Mayer | October 21, 2022

Spurred by soaring inflation, which has been on an upward trajectory over the last year, the Internal Revenue Service pushed the cap for flexible spending accounts next year above $3,000 in one of the larger increases in recent years.

Employees will be able to contribute $3,050 to FSAs—made pretax through salary reductions—in 2023, the agency said this week. That’s up $200 from this year’s $2,850 limit. FSA limits generally increase by about $100 each year.

For cafeteria plans that permit the carryover of unused amounts, the maximum carryover amount is $610—an increase of $40, the IRS said.

Shobin Uralil, co-founder and COO of health savings account provider Lively, says the increase in FSA contribution limits is “a step in the right direction” but isn’t enough to address financial concerns from employees. “Americans are seriously struggling due to high inflation rates, and the reality is that they will need more ways to save and invest their dollars to protect their retirement,” he says.

Indeed, the 7% increase for FSA limits is still lower than the current inflation rate, which is 8.2%, according to the latest consumer price index. Inflation has taken its toll on nearly all aspects of employees’ finances, from monthly expenses to emergency savings and retirement savings, information that is spurring many employers to make changes in the form of salary adjustments, bonuses or enhanced financial wellness benefits.

Still, a bigger increase in FSA limits—as well as health savings accounts—can be helpful for workers. The IRS back in May announced its 2023 annual HSA limits, which also increased more significantly in response to inflation. Health savings account contribution limits for an individual with self-only coverage will jump to $3,850—a significant $200 increase from $3,650 for this year. Last year, the amount climbed just $50 from $3,600 for 2021. For family coverage, the HSA contribution limit jumps to $7,750 next year from $7,300 in 2022.

Experts say employers would be wise to promote HSAs and FSAs and encourage workers to increase their contributions as a helpful way to assist with medical costs.

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Source: Human Resources Executive

https://hrexecutive.com/2023-fsa-limits-increase-in-response-to-rising-inflation/

Pay transparency is having a moment. Here’s what you should know.

by Taylor Telford on October 3, 2022

 

California companies with more than 15 employees will be required to list salary ranges for jobs and make that information available to existing employees thanks to a new law signed last week by Gov. Gavin Newsom (D).

The law represents a major win in the growing push for pay transparency, which experts say is a critical lever for countering the wage gap. In California, women lose $87 billion to the pay gap each year, according to Newsom’s office.

Here’s what you need to know.

•      What does the law do?

•      Which other states have adopted pay transparency measures?

•      Why does it matter?

•      How should employers respond?

•      How should employees make use of this information?

What does the law do?

Companies in California were already required to provide pay scale information for job candidates upon request, but after the new law takes effect on Jan. 1, 2023, companies with 15 or more employees will have to do so for all postings, both internal and external.

The law applies to roughly 200,000 companies, which employ about 19 million workers, the vast majority of California’s labor force.

Companies with 100 or more employees will also be required to report detailed pay information to California’s Department of Fair Employment and Housing annually. Updated pay data reports will be due starting May 10, 2023. Companies could face fines of $100 per employee for failing to comply.

California is home to scores of corporate giants, including Google, Meta, Oracle, Apple, Uber and Lyft.

Peter Bamberger, scholar with the Academy of Management and a professor in the Coller School of Management at Tel Aviv University, said that the law represents “the strongest legislative effort for pay transparency in the U.S. to date.”

“For employees, this legislation takes a good part of the guessing game out of pay negotiations and levels the playing field in such negotiations,” Bamberger said, noting that it is similar to the type of pay transparency regulations seen in much of the European Union.

Which other states have adopted pay transparency measures?

Colorado, Connecticut, Maryland, Nevada, Rhode Island and Washington have enacted some form of pay transparency laws. New York City has a law taking effect Nov. 1, while New York state’s law is awaiting the governor’s signature.

But while other state measures tend to require posting salary ranges in ads, only California’s law gives existing employees the ability to access the same information, according to Greg Selker, managing director at Stanton Chase, a global executive search firm.

Companies could face a cost — in the form of public image and talent retention — for failing to address pay inequality in their ranks, Selker said.

Why does it matter?

Pay transparency is seen as critical to reducing gender and racial pay gaps. Women in the United States earned 17 percent less than men in 2021, according to the most recent available data from the organization for Economic Cooperation and Development.

For women of color, the gap is often greater: Black women earned roughly 88 percent of the median wages of White women in the second quarter of 2022, according to data from the Bureau of Labor Statistics, while median earnings of Hispanic women were about 79 percent of White women.

Black men earn 82 percent of the median earnings of White men in the second quarter of 2022, according to the Bureau of Labor Statistics, while the median earnings for Hispanic men were 75.5 percent of the median for White men. Earnings of Asian men and women were higher than their White counterparts.

How should employers respond?

Employers should view this as “an opportunity to identify and correct potential disparities that they had not previously focused on,” according to Jennifer Cormier, a partner at Ropes & Gray, a firm with expertise in employment law.

The new law may create challenges for companies that have not been actively considering pay equity issues, so employers should work with legal counsel to ensure that they are complying, Cormier said. Employers can also conduct their own pay equity audits with an outside consultant.

Companies could also benefit from understanding their rivals’ compensation packages for similar positions if they want to be competitive in the labor market.

“Ultimately, employers who embrace pay transparency could also potentially better attract top talent and increase employee morale,” Cormier said.

How should employees make use of this information?

Employees should study the pay ranges that are made public and use that information in bargaining. In coming years, employees should request a copy of the annual pay equity reports from their employer to make sure they are being compensated fairly, Bamberger said.

Armed with the new pay information, employees can also meet with compensation and HR professionals to learn how to best advocate for themselves, said Emily Dickens, chief of staff at the Society for Human Resource Management.

“It’s going to require more than just recognizing that there are systemic gaps that do adversely impact one group over another,” Dickens said. “You can have all the laws on the books, but it’s going to take effort on both parts.”

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Source: The Washington Post

https://www.washingtonpost.com/business/2022/10/03/faq-california-pay-transparency-law/

BYSHERYL ESTRADA

September 8, 2022 at 3:24 AM PDT

Annual pay raise budgets in the U.S. are getting a bump in 2023 from the longtime status quo.

“The increases have gone up from what had been 3% for many years,” David Turetsky, VP of consulting at Salary.com, told me. “It’s now budgeted for 4% and potentially higher for next year.”

New data released by Salary.com, a software company that provides compensation data and analytics, found that the median pay increase of 4% is continuing an upward trend that began in 2022.

For salary budget planning, the factors usually considered in raises include a general increase (which considers inflation), equity/market adjustment, and merit increases, according to the data.

Unemployment is low right now, Turetsky says. “There are skilled and unskilled roles that are going unfilled,” he says. “And that’s putting a lot of pressure on the starting rates for those jobs.”

He continues, “We usually see job switchers get large pay increases when they go to other places. Now we’re seeing people who are what we call ‘stayers,’ people who stay in roles, are saying, ‘Well, what about me?’ And so these 4% increases are for the job-stayers.”

For the past 10 years, since recovery from the financial crisis of 2008, the average wage increase percentage has been about 3%, Lori Wisper, a managing director at the advisory firm Willis Towers Watson, recently told me. Coming up with a salary budget “is not arbitrary for most companies, especially big companies, where even a 10th of a percent represents millions, maybe even hundreds of millions of dollars in payroll,” Wisper said. 

Salary.com’s survey of more than 1,000 companies in a range of industries conducted in June found that the median 4% increase planned for 2023 is across all employee categories—executives, managers, and exempt and nonexempt employees. However, that data showed that the actual median increase in 2022 for executives was 3.5% compared to 4% for all other categories.

“I think it’s saying that executives basically said, ‘Look, we’re going to take a little bit less so we can give the other groups more,’” Turetsky says. “Actually, executive salary isn’t typically the highest driver of pay. Usually incentives or stock or something else is a larger component of pay.” Stock and stock-option awards certainly boosted executive compensation in 2021. For example, the median pay packet for leaders of S&P 500 companies rose roughly 12% to $14.7 million that year. 

Salary.com also found that when it comes to salary percentage increases, the health care industry was an outlier. Health care median total increases in 2022 were just in the 3% range. Salary increases in the health care industry are impacted by reimbursement limits imposed by private and federal health insurers, according to the report.

Although there’s historic inflation this year, smaller organizations (under 500 full-time employees) were more likely to provide cost of living increases than larger organizations, according to the report. Average cost of living increases for smaller organizations were in the range of 2.5–2.7% higher than the typical 2% provided by larger organizations.

When it comes to overall salary percentage increases, “a lot of companies are planning to do more next year,” Turetsky says. A quarter of employers surveyed plan to give increases in the range of 5–7%. And 48% said they planned on salary budget increases that are higher or significantly higher than in 2022.

“Salary budgeting time [for next year] is actually right now,” he says. “HR is working with their CFO partners to basically say, ‘How much can we afford to pay?'”

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Source: Fortune

https://fortune.com/2022/09/08/goodbye-standard-3-percent-raise-employers-increase-next-year/

ARLINGTON, VA, September 14, 2022 — In light of the increased legislation on pay transparency, the number of North American organizations that disclose pay rate and range information to prospective employees is expected to surge across the U.S., even in places without requirements. This, according to a new pulse survey by leading global advisory, broking and solutions company WTW (NASDAQ: WTW).

“We expect the recent wave of pay transparency legislation to continue.”

Mariann Madden | North America Fair Pay co-lead, WTW

The 2022 Pay Clarity Survey found that 17% of companies are already disclosing pay range information in U.S. locations where not required by state or local laws. In addition, 62% of organizations are planning or considering disclosing pay rate information in the future, even where there are not local mandates requiring them to do so. This will include information such as hiring range and full salary range, with 58% of companies planning on doing the former and 48% the latter. The survey found that 71% of companies plan to use a consistent approach in determining which pay rate and range information will be disclosed across all jobs. Over half of organizations (57%) are applying a geographic pay policy to determine the pay rates or ranges, and they will differ based on location of the job.

Interestingly, some organizations that currently disclose pay rates are seeing more questions from current (38%) and prospective (27%) employees. Nearly one in six companies (16%) are also seeing an increased number of candidate applications.

“We expect the recent wave of pay transparency legislation to continue,” said Mariann Madden, North America Fair Pay co-lead, WTW. “Regulatory requirements are only one factor in the expected increase in disclosures and communication about pay. Job seekers and current employees want to know and understand that they are treated fairly and are provided with equal opportunities to thrive and grow within the organization.”

Still, some companies are holding back on communicating pay information. About three in 10 (31%) organizations say their pay programs are not ready for this kind of transparency. Almost 30% cite administrative complexity and 25% cite lack of clear job architecture as reasons to hold back. In part due to these underlying considerations, almost half of all organizations (46%) cite possible employee reactions as a reason for holding back on communicating about pay.

The survey also found that most organizations plan to provide a narrative on their approach to managing pay equity. One-third of North American organizations (33%) are already disclosing information on their approach to managing pay equity, and 53% expect to do so in the future and on a global level.

“We’re seeing a clear trend among employers around the globe publicly committing to fair pay. In North America, companies are beginning to disclose their adjusted pay gaps, while in Europe more organizations are sharing their fair pay ambitions as well as their plans to monitor, track and communicate progress toward their commitments. We expect that level of transparency will likely become the norm as external stakeholders demand more clarity and visibility into companies’ pay management practices,” concluded Lindsay Wiggins, North America Fair Pay co-lead, WTW.

About the survey

WTW’s 2022 Pay Clarity Survey, North America was conducted between June 27 and July 8, 2022. In North America, a total of 388 respondents completed the survey.

About WTW

At WTW (NASDAQ: WTW), we provide data-driven, insight-led solutions in the areas of people, risk and capital. Leveraging the global view and local expertise of our colleagues serving 140 countries and markets, we help organizations sharpen their strategy, enhance organizational resilience, motivate their workforce and maximize performance.

Working shoulder to shoulder with our clients, we uncover opportunities for sustainable success—and provide perspective that moves you.

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Source: WTW (Willis Towers Watson)

https://www.wtwco.com/en-US/News/2022/09/more-north-american-organizations-plan-to-disclose-pay-information-survey-finds

Many equal-pay-for-equal-work initiatives focus on women, but it’s so much more complex than that, the research notes.

Published Sept. 22, 2022 by Caroline Colvin

Three out of four executives said they consider pay equity to be a “moderate” or “high” strategic priority; 7 in 10 workers said they feel that compensation is also an “important” priority for their organizations, a UKG report published Sept. 19 suggested. 

But within that same pool of 453 corporate executives and 3,005 employees of all ranks, half of employers and 38% of employees admitted that their company did not have a pay equity program.

In comparison, about a quarter of employers and a quarter of employees could point to “a well-established program” in place. The remaining respondents said they had just started a program or that it was “ineffective,” and 24% of employees told UKG that they didn’t know either way.

This study, done in partnership with the Harvard Business Review Analytic Services, takes the temperature of prevailing approaches to equity strategy. It also emphasizes the importance of intersectionality. 

Many equal-pay-for-equal-work initiatives have been tailored to women — something UKG reconfirms in its study — but the phenomenon of pay disparities is much more complex than gender discrimination. It’s “an intersectional issue that cuts across race, color, and sexual orientation,” the report said.

UKG surveyed employers generally and, specifically, employers of efficient, well-established equity programs (called “leaders” by UKG) regarding which social groups were the focus of their pay initiatives. Both groups were aligned on tackling the gender pay gap and racial inequities in compensation. Employers — as opposed to those deemed leaders— lagged behind in creating pay programs that included the LGBTQ community, workers with disabilities, people over 50 years old and religious minorities.

In the report, Brian K. Reaves, UKG’s executive vice president and chief belonging, diversity and equity officer, pointed out that gender-based pay discrimination has been illegal for decades. Still, the pay gap “widens even further when you look at intersectionality such as Black, transgender, and immigrant women.”

A factor that is often glossed over was the culture of silence around salary and compensation. Overall, 34% of workers surveyed told UKG that silence is a “major obstacle” to implementing equal pay. Black, Hispanic and Latinx were twice as likely as White workers to remain silent, researchers observed. Asian-American employees were also more likely than White workers to remain silent.

In turn, workers of colors feel like they are most in need of help: 35% of Black employees, 26% of Asian Americans, and 20% of Hispanic and Latinx workers told UKG that racial discrimination factored in whether they had opportunities for advancement. This rings true even at the baseline, where 32% of Black and 25% of Asian, Hispanic, and Latinx employees said that racial discrimination factored into their salaries or hourly rates. Salary negotiation abilities were also a pain point, causing workers of color more distress than their White peers.

Researchers said the task of attaining equity “requires a deeper examination of varying perspectives and a more granular look at pay data.” While no one-size-fits-all equity fix exists, UKG’s solution recommends doubling down on collecting demographic data on compensation. Specifically, researchers suggested employee pulse surveys — “an opportunity to collect ongoing, anonymous feedback to help organizations know how their people feel” — as an option.

“Business intelligence and analytics tools that rely on data also allow organizations to see where inequities exist, so they can ensure fairness throughout the employee lifecycle,” researchers said in the press release.

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Source: HR Dive

https://www.hrdive.com/news/study-employers-miss-the-mark-on-pay-equity/632450/

BY ALEX GANGITANO - 08/24/22 11:35 AM ET

President Biden officially announced on Wednesday that his administration is forgiving up to $10,000 in federal student loan debt for borrowers making less than $125,000 annually and $20,000 for Pell Grant recipients, marking the largest forgiveness of the loans per individual to date.

Biden also again extended a payment freeze on federal student loans and interest accrual, butting right up against an Aug. 31 deadline that would have kicked bills back into effect just before November’s midterm elections.

The payment pause is now in effect until Dec. 31 and the White House said the pause is extended “one final time,” indicating that January will mark the end of the years-long student loan payment freeze.

The White House also said that if borrowers have undergraduate loans, they can cap repayment at 5 percent of their monthly income. Current students with loans are also eligible for this debt relief, and dependent students will be eligible for relief based on their parents’ income.

Biden shared the announcement on Twitter and plans to deliver remarks at 2:15 p.m. on Wednesday.

“In keeping with my campaign promise, my Administration is announcing a plan to give working and middle class families breathing room as they prepare to resume federal student loan payments in January 2023,” Biden tweeted.

Pell Grant borrowers also have to make less than $125,000 annually, or $250,000 annually if they are part of a household, to qualify.

Senior administration officials said the plan announced on Wednesday will benefit tens of millions of middle-class Americans. Officials said that if everyone who is eligible claims the relief, 43 million federal student loan borrowers will benefit, and 20 million borrowers will have their debt completely canceled.

“This announcement will help people who by and large came from working families and our working class now,” one official said.

“By targeting relief to borrowers with the highest economic need, this plan helps narrow the racial wealth gap,” the official added.

The Hill had reported on Tuesday that the White House would announce a plan to cancel a chunk of student loan debt and an extension of the existing pause, citing multiple sources. The announcement comes within the smallest window of time borrowers have had to determine when their payments would resume, which has aggravated advocates due to it leaving borrowers in limbo.

Loan payments were first put on hold in March 2020 under former President Trump, and the freeze has since been extended six times. Trump’s order froze the accrual of interest on federal student loans, effectively putting on hold $1.6 trillion in debt owed by more than 40 million Americans.

Officials addressed criticism that student loan forgiveness will have a negative impact on inflation, arguing that these steps largely offset and “it could well be neutral or deflationary.” Republicans have strongly come out against proposals for student debt relief and denounced them as unfair and inflationary.

“The combination of restarting those loan payments and providing targeted debt relief, per the president’s plan, at roughly the same time, will largely offset each other. That’s our view,” an official said.

The Department of Education said in a statement that it will be announcing further details on how borrowers can claim relief in the weeks ahead. Officials said some borrowers will have to submit “a simple application that goes to their income.”

The department also announced it is making changes to the Public Service Loan Forgiveness program, which allows borrowers working in public service to gain progress towards their loans, by allowing more payments to qualify for the program and allowing various deferments and forbearances, such as for those in the Peace Corps.

Additionally, the department will propose a rule to hold career programs accountable through measures such as publishing an annual “watch list” for those with the worst debt levels.

While the cancellation will be celebrated as the most far-reaching move to help student loan borrowers, activists and some Democrats will also likely call for more in student loan forgiveness, like forgiving up to $50,000 per borrower, or overhauling federal loan programs.

The White House has faced fierce pushback at the idea of means-testing to decide which borrowers are granted student loan forgiveness after reports had surfaced that it would limit relief to people earning below $125,000.

Biden had kept his next move on student loans payments, including whether to forgive any amount of debt, largely under wraps, though he told reporters last month that “the end of August” was his timeline for making a decision.

Education Secretary Miguel Cardona said on Sunday that a decision on the matter would come within the week.

The Education Department had said that borrowers will be communicated to “directly” about the end of the freeze, following reporting last month that student loan servicing contractors have been told to not send upcoming billing statements.

Biden has been under pressure from Democrats and advocates to extend the freeze, as well as act on student loan forgiveness. 

Last month, Sen. Bob Menendez (D-N.J.) led a letter signed by over 100 Democrats in Congress calling for Biden to extend the pause, citing the economic hardship some have faced due to the coronavirus pandemic, as well as the squeeze rising inflation has put on consumers nationwide.

In May, Senate Majority Leader Charles Schumer (D-N.Y.) and Sens. Elizabeth Warren (D-Mass.) and Raphael Warnock (D-Ga.) met with Biden to push for loan forgiveness. Advocates and other Democrats, including Schumer, have pressed for forgiveness of $50,000 per borrower or to cancel debt entirely. 

Biden announced in June that he would cancel billions in student debt for former Corinthian College students, which raised pressure on the White House to offer more extensive relief.

During the 2020 campaign, Biden supported forgiving at least $10,000 in federal student loans per person. Over a year ago, he requested a memo from the Department of Education to determine his authority to forgive student debt through executive action. Since then, the administration has not publicly announced if the memo is complete.

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Source: The Hill 

https://thehill.com/homenews/administration/3611977-biden-cancels-some-student-loan-debt-extends-pandemic-payment-pause/

• Employers avoid benefit cuts despite new cost pressures

August 11, 2022 09:00 AM Eastern Daylight Time

NEW YORK--(BUSINESS WIRE)--US employers expect health benefit cost per employee to rise 5.6% on average in 2023, according to early results from Mercer’s National Survey of Employer-Sponsored Health Plans 2022, which launched June 22 this year and remains open.

“They must manage rising health care costs while making smart decisions about how to attract and retain the workers they need. For now, we are seeing the majority of employers prioritizing attractive benefits.”

While significantly higher than the increase of 4.4% projected for 2022, the 2023 increase lags overall inflation, which is currently running at about 9%. According to Sunit Patel, Mercer’s Chief Actuary for Health and Benefits, “Because health plans typically have multi-year contracts with health care providers, we haven’t felt the full effect of price inflation in health plan cost increases yet. Rather it will be phased in over the next few years as contracts come up for renewal and providers negotiate higher reimbursement levels. Employers have a small window to get out in front of sharper increases coming in 2024 from the cumulative effect of current inflationary pressures.”

Patel also cautions that while most large, self-insured employers have a good sense of their 2023 costs at this time, many smaller, fully insured employers have not yet received renewal rates from their health plans. “Those may well come in higher as insurance carriers hedge their bets in today’s volatile health care market,” he added.

The projected increase of 5.6% reflects changes that employers plan to make to hold down cost. If they made no changes, respondents indicated that the cost for their largest medical plan would rise by an average of 7.0%.

Employers are prioritizing benefit enhancements for 2023

The survey asked employers to rate nine benefit strategies in terms of their importance over the next 3-5 years. “Enhancing benefits to improve attraction and retention” came out on top, with 84% of large employers (those with 500 or more employees) rating it important or very important. It’s an even higher priority than “monitoring and managing high-cost claimants,” which was second this year but historically tops the list.

“In today’s environment of record-breaking inflation and widespread labor shortages, employers face a really tough balancing act,” says Tracy Watts, Mercer’s National Leader of US Health Policy. “They must manage rising health care costs while making smart decisions about how to attract and retain the workers they need. For now, we are seeing the majority of employers prioritizing attractive benefits.”

Behavioral health is one benefit area where many employers are looking to expand. Nearly three fourths of large respondents (74%) say that improving access to behavioral health care will be a priority over the next few years. Examples of benefit enhancements include expanding EAP services and adding virtual behavioral health care options.

Focus on health care affordability

Another area of concern is health care affordability. Despite rising costs, the majority of employers will not take cost-saving measures that shift healthcare expense to employees, such as raising deductibles or copays. Only 36% of survey respondents are making cost-cutting changes in 2023, down from 40% in 2022 and 47% in 2021.

Further, overall, employers will not increase employees’ share of the cost of coverage in 2023. Among large employers responding to the survey, employees will be required to pick up 22% of total health plan premium costs, on average, in 2023 through paycheck deductions, unchanged from 2022 and 2021. In a survey conducted earlier this year, Mercer found that 11% of large employers will offer employees free coverage in at least one medical plan in 2023, and another 11% are still considering it.

“Healthcare affordability is a real issue for many employees, especially with inflation stressing household budgets,” said Watts. “Employers want to do what they can to keep more money in employees’ paychecks and remove cost barriers when care is needed.”

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Source:  Business Wire

https://www.businesswire.com/news/home/20220811005163/en/Health-Benefit-Cost-Growth-Will-Accelerate-to-5.6-in-2023-Mercer-Survey-Finds

Quarterly Voice of the Candidate Study Explores Recruiting Experience from the Job Seeker’s Point of View in Q1 2022

August 16, 2022 07:00 ET | Source: PandoLogic

DENVER and NEW YORK, Aug. 16, 2022 (GLOBE NEWSWIRE) -- PandoLogic, a wholly owned subsidiary of Veritone, Inc. (NASDAQ: VERI) and leading provider of artificial intelligence (AI) hiring solutions, today shared the findings of its latest Voice of the Candidate (VOC) Study. With the publication, PandoLogic revisits data from previously available VOC research and reveals the new conversations that emerged in Q1 2022.

Given the rapidly changing state of the job market over the last year, the Q1 2022 results are telling. As the Great Resignation persists even in the face of a possible economic recession, the VOC noted a rise in candidate passion and intensity, with candidates seeing themselves as empowered. Three of the five major trends captured in the VOC directly relate to how employers position openings to job seekers.

First, pay remains a significant driver and jobs with pay information in the title performed much better than those without. In addition, jobs without pay information cost 1.6 times as much per application as those with pay information. Likewise, the remote work conversation continues to increase. Similar to pay, jobs that include remote in the title convert 57 percent better, with a cost per application that is on average 5.5 times lower than those without remote listed. Finally, benefits have become increasingly important, specifically healthcare and health insurance, giving employers the opportunity to increase focus on information in job descriptions and advertising materials.

Taking a unique approach to this subject matter, PandoLogic creates the quarterly VOC in partnership with Parsons Strategic Consulting to obtain a deeper understanding of the candidate experience from the job seeker’s perspective. Using social listening technology, the VOC examines millions of public conversations about the recruiting process and then analyzes the top-mentioned emotions and sentiments.

Terry Baker, president and CEO of PandoLogic, shared, “Since we first launched the Voice of the Candidate research in 2021, PandoLogic has analyzed what candidates think about the recruiting process. The latest insights are especially telling as we’re in one of the most dynamic job markets in recent history. What employers don’t know about candidate expectations may be hurting their hiring outcomes. An effective way to improve recruiting results is to tune in to what the candidates are saying, and PandoLogic is in the unique position to provide this type of insight, given its technology and business model. It is also one reason PandoLogic has successfully driven optimized job advertising results for our clients.”

Download the Voice of the Candidate Study Q1 2022 here.

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Source: GlobalNewswire

https://www.globenewswire.com/news-release/2022/08/16/2498898/0/en/New-Research-from-PandoLogic-Finds-Pay-Scale-Transparency-and-Remote-Work-Options-Lower-Cost-of-Hiring-by-as-Much-as-5X.html