Eric Parmenter

This study found, using hierarchical regression analysis, the variables predicting job embeddedness were job satisfaction (explaining 30% of the variance), intention to leave the organization in six months, (explaining 8% of the variance), and PsyCap (explaining 2% of the variance). In total, this model accounts for 40% of the variance in job embeddedness. Perhaps what is most interesting is that burnout and a recent stressful job shift did not emerge as predictors of job embeddedness.

Many employers have increasing numbers of lower income employees who may struggle with day-to-day issues of transportation, housing, food insecurity and inadequate health care. Employers can support lower income workers with benefits such as health care navigation and quicker access to pay.

Satisfaction with the organization is a broad category that includes
the other satisfaction variables such as pay, relationship with supervisors, the nature of the job
that should not be ignored. Nurses have bad days; burnout is real and stressful shifts are
common. The organization's culture, which includes how nurses are cared for during difficult
times, including PsyCap support, is key to improving nurse job embeddedness.

Interview with Eric Parmenter about putting people first in the workplace.

Eric Parmenter discusses workplace leadership on this podcast.

From traditional EAPs to bots that use artificial intelligence, the range of options to address worker mental health challenges has grown. What should employers and plan sponsors consider when deciding which tools to use and promote?

The cost of employer-sponsored health ben- efits has reached the breaking point where any further increases will suppress wages to a point where employees will look elsewhere for employment. Three strategies hold prom- ise for the breaking point to shift to a tipping point, bending the trend downward, or at least keeping it flat. Three strategies have emerged to break the dependence of employ- ers with self-funded plans on carrier-provider negotiated network contracts. These strate- gies do not… Show more

The cost of employer-sponsored health ben- efits has reached the breaking point where any further increases will suppress wages to a point where employees will look elsewhere for employment. Three strategies hold prom- ise for the breaking point to shift to a tipping point, bending the trend downward, or at least keeping it flat. Three strategies have emerged to break the dependence of employ- ers with self-funded plans on carrier-provider negotiated network contracts. These strate- gies do not require traditional preferred pro- vider organization networks and, thus, take leverage away from network purveyors. The three trends discussed in this article are: (1) technology-enabled health benefits; (2) direct contracting between employers and provid- ers; and (3) reference-based pricing. These strategies can break this status quo and are not mutually exclusive. The result could be turning into a flat line of downward slope. Show less

As more and more employers engage in accountable relationships with the providers through employer ACO (eACO) arrangements, a paradigm shift will emerge. Health care expenses will be managed as a long-term risk-based investment, rather than an annual cost-shifting exercise. When providers have skin in the game, employers can take a more strategic view of health care benefits and leverage the partnerships with the seller to effectively manage the population, reduce cost, and improve the health… Show more

As more and more employers engage in accountable relationships with the providers through employer ACO (eACO) arrangements, a paradigm shift will emerge. Health care expenses will be managed as a long-term risk-based investment, rather than an annual cost-shifting exercise. When providers have skin in the game, employers can take a more strategic view of health care benefits and leverage the partnerships with the seller to effectively manage the population, reduce cost, and improve the health of your workforce.

In order to evaluate an eACO strategy, employers and consultants can use the following checklist to answer five basic questions. Show less

The broken triangle is an employee health plan that is missing the link between the employer and provider. Employee ACOs, or eACOs, are employee health benefit plans that leverage the principles
of value-based care via an accountable care platform. An eACO can fix the broken triangle by creating a direct, accountable, aligned relationship between the buyer and seller of health care.

Financial service professionals strive to serve others every day. However, when we are stressed out or worse, burned out, not only are we hindering our productivity, but we are less effective for our clients. The key to reducing our stress is not doing more but doing less. This article focuses on three behaviors
to stop in order to experience less stress and more joy, and to live a life filled with purpose. This article is written in the first person because it is meant to be personal, a… Show more

Financial service professionals strive to serve others every day. However, when we are stressed out or worse, burned out, not only are we hindering our productivity, but we are less effective for our clients. The key to reducing our stress is not doing more but doing less. This article focuses on three behaviors
to stop in order to experience less stress and more joy, and to live a life filled with purpose. This article is written in the first person because it is meant to be personal, a conversation between two professionals over a cup of coffee. Show less

STOP!, based on the latest behavioral and brain science combined with my own life experiences, is designed to help you figure out what you can STOP! doing to create more space in your life to enhance your joy, your wellbeing and productivity, so that you can live a life on purpose.

Ten years have passed since Health Care Benefit Crisis: Cost Drivers and Strategic Solutions appeared in the July 2004 issue of the Journal of Financial Service Professionals. Part 1 of this two-part analysis reviews the cost patterns over the past decade and demonstrates that the same cost drivers persist but have taken on new dimensions. Part 2 outlines strategic solutions to improve health and lower health care cost in the next decade.

Benefit and wellness providers are using concepts learned from the filed of behavioral economics to influence the decisions employees make that will lead to healthier lives.

Are your employees ready to embrace the changes necessary to thrive in this new world? Here are some basic tips for human resource professionals to prepare themselves and their workforces to succeed in this new world of care delivery.

Many mid-size to large employers are looking to their local hospital/health systems to build on-site or near-site health centers to improve the health and productivity or their workforce, to lower the cost of worker’s compensation payments, to reduce the cost of short and long-term disability benefits, and to lower absenteeism and presenteeism.

Accountable Care Organizations for hospital
employees offer a unique opportunity to improve
the well-being of our healthcare workers and form
the model for future healthcare delivery.

The article explores the poor health of health care workers and how an employee ACO (eACO) can improve the health and productivity of these workers. These workers will ultimately be responsible for improving care and clinical outcomes for patients.

The health of our health care workers is worse than in just about
any other industry in the U.S. Employees in this industry (referring
specifically to hospitals, health systems, and other health care providers) show higher instances of obesity, smoking, chronic disease,
and stress-related illnesses than the average employee in America.